GOVERNMENT OF SIERRA LEONE MINISTRY OF AGRICULTURE AND FORESTRY Food System Resilience Program (FSRP2) – Sierra Leone Phase 2 of the Multi-Phase Programmatic Approach P178132 Stakeholder Engagement Plan (SEP) Updated for the Strengthening the Rice System in Sierra Leone through South- South Cooperation Updated May 2024 Contents 1. INTRODUCTION ...................................................................................................................................... 1 1.1 PROJECT OVERVIEW ................................................................................................................................ 1 1.2 CONTEXT OF THE STAKEHOLDER ENGAGEMENT ............................................................................................. 2 1.3 LOCATION/COVERAGE ............................................................................................................................. 3 1.4 GOAL AND OBJECTIVES ............................................................................................................................. 4 1.5 PROJECT COMPONENTS AND INTERVENTIONS ............................................................................................... 4 1.6 POLICY AND LEGAL REQUIREMENTS ............................................................................................................ 6 1.6.1 National legislation for stakeholder engagement ..................................................................... 7 1.6.2 World Bank Standards for Stakeholder Engagement ................................................................ 9 2. BRIEF SUMMARY OF PREVIOUS STAKEHOLDER ENGAGEMENT ACTIVITIES .......................................... 11 3. STAKEHOLDER IDENTIFICATION AND ANALYSIS ................................................................................... 17 3.1 STAKEHOLDER IDENTIFICATION ................................................................................................................ 17 3.2 STAKEHOLDER ANALYSIS ......................................................................................................................... 20 3.3 DISADVANTAGES AND VULNERABLE GROUPS AND SPECIFIC NEEDS ................................................................... 22 4. STAKEHOLDER ENGAGEMENT PROGRAMME ....................................................................................... 25 4.1 PROPOSED STRATEGY FOR CONSULTATIONS ................................................................................................ 25 4.2 COVID-19 IMPLICATIONS AND CONSIDERATIONS FOR STAKEHOLDER ENGAGEMENTS .......................................... 28 4.3 PROPOSED STRATEGY FOR INFORMATION DISCLOSURE .................................................................................. 31 4.4 PROPOSED STRATEGY TO INCORPORATE THE VIEW OF VULNERABLE GROUPS ..................................................... 38 5. RESOURCES AND RESPONSIBILITIES FOR IMPLEMENTING SEP ACTIVITIES ........................................... 39 5.1 PLANNING PHASE.................................................................................................................................. 39 5.2 IMPLEMENTATION AND OPERATION PHASES ............................................................................................... 40 5.3 ROLES AND RESPONSIBILITY OF KEY DIFFERENT STAKEHOLDERS ....................................................................... 42 5.4 ESTIMATED BUDGET .............................................................................................................................. 42 6. GRIEVANCE MANAGEMENT ................................................................................................................. 44 6.1 OBJECTIVES ......................................................................................................................................... 44 6.2 GRIEVANCE PROCEDURE ......................................................................................................................... 44 6.3 COMPLAINT RESOLUTION SYSTEM ............................................................................................................ 46 6.4 GRIEVANCE RESOLUTION PROCEDURE ....................................................................................................... 47 7. MONITORING AND REPORTING ........................................................................................................... 56 7.1 MONITORING ....................................................................................................................................... 56 7.2 STAKEHOLDER INVOLVEMENT IN MONITORING ACTIVITIES ............................................................................. 57 7.3 FEEDBACK REPORTING TO STAKEHOLDER GROUPS ........................................................................................ 57 7.4 REPORTING ......................................................................................................................................... 58 Annex 1 Organizational Arrangements for FSRP2 ............................................................................ 59 Annex 2 Complaints Submission Form ............................................................................................. 61 Annex 3 Grievance Register.............................................................................................................. 63 ii LIST OF TABLES AND FIGURES TABLES Table 2.1 List of stakeholder engagement conducted during project identification and preparation stage9 Table 3.1 Identification of Affected Parties ............................................................................................... 18 Table 3.2 Other Interested Parties ............................................................................................................ 19 Table 3.3 Map of Stakeholder Prioritisation .............................................................................................. 21 Table 4.1 FSRP2 Stakeholder Engagement Methods ................................................................................. 24 Table 4.2 FSRP2 Strategy for Information Disclosure ................................................................................ 31 Table 5.1: Roles and Responsibilities for Planning Phase .......................................................................... 37 Table 5.2: Roles and Responsibilities for Implementation and Operation ................................................ 39 Table 5.3: The Roles and Responsibility of Key Different Stakeholders .................................................... 40 Table 5.4 FSRP2 Stakeholder Engagement Plan Budget (2021 - 2025) ..................................................... 41 Table 6.2 Grievance Priority Classification ................................................................................................ 46 Table 6.3 Grievance Actions ...................................................................................................................... 46 Table 7.1: KPIs Monitoring ......................................................................................................................... 48 FIGURES Figure 1.1 Project Target Area ..................................................................................................................... 4 Figure 5.1: Organisational Structure during the Planning Phase ............................................................... 37 Figure 5.2: Organisational Structure for Implementation and Operation Phases ..................................... 39 Figure 6.1: Grievance Procedures for FSRP2 ............................................................................................. 43 Figure 6.2 Grievance Mechanism Flowchart ............................................................................................. 47 iii ACRONYMS CILSS Permanent Interstate Committee for Drought Control in the Sahel COVID Coronavirus Disease CSA Climate-smart agriculture CSOs Civil Society Organisations DPs Development Partners ECOWAS Economic Community of West African States EPA -SL Environmental Protection Agency -Sierra Leone ESCP Environmental and Social Commitment Plan ESMF Environmental and Social Management Framework ESS Environmental and Social Standards FGDs Focus group discussion FBOs Faith Based Organizations FNSEWS Food and Nutrition Security Early Warning System FSV Fragility, conflict, and violence GoSL Government of Sierra Leone GM Grievance Mechanism GPS Global Positioning System GRC Grievance Resolution Committee IA Implementing Agencies IDA International Development Association IPA Investment Project Financing SCADeP Smallholder Commercialization and Agribusiness Development Project GM Grievance mechanism MAF Ministry of Agriculture and Forestry MDAs Ministries, Departments and Agencies NPSC National Project Steering Committee NDPPCO National Development Partner Project Coordination Office NGOs Non-governmental Organisation PAD Project Appraisal Document PCU Project Coordination Unit PS Performance Standards PrDO Programme Development Objective SEA/SH Sexual Exploitation and Abuse/Sexual Harassment SEP Stakeholder Engagement Plan SLWM Sustainable land and water management FSRP2 Food Security and Resilience Programme WB World Bank iv 1. The Strengthening the Rice System in Sierra Leone through South-South Cooperation (P180895) Project Development Objectives is to increase adoption of sustainable climate smart best practices in rice production by smallholders in four districts in Sierra Leone. To achieve this, the proposed pilot project will facilitate knowledge and experience sharing between Sierra Leone and Vietnam to strengthen institutional/technical capacities of 10,000 rice farmers and 100 seed growers in Sierra Leone in improved climate smart rice production techniques. B. Project Beneficiaries 2. The project will be piloted in four of the rice producing districts of Sierra Leone (Kenema, Tonkolili, Moyamba and Kambia) focusing on the lowland (Riverine Grassland) ecology, and targeting 10,000 smallholder rice farmers as direct beneficiaries. Potential project intervention areas for establishing demonstration sites and farmer training plots would include SLARI’s Rokupr Rice Research Center (RARC) in the Kambia District, Makali Agricultural Training Center in Tonkolili and the Lamba Yama Agricultural Training Center in the Kenema District. The estimated number of indirect beneficiaries exceed 30,000 with a target of, at least 50 percent women. Good practices and rice systems techniques disseminated through this pilot project would be scaled up through World Bank financed interventions in the sector, including the on-going regional Food Systems Resilience Program in Sierra Leone which is supporting rice as one of the priority value chains. It is therefore expected that the spill-over effects from the skills disseminated through the South- South technical cooperation with spread through the major rice producing communities in Sierra Leone for wider impact. Project Components 3. The proposed project will have two technical components: 4. Component 1: Support for the development of skills in rice production – US$1,615,000. The goal of this component is to enhance the capacities of rice value chain actors, through the strengthening of skills for the development and dissemination of sustainable rice system technologies and to scale-up and promote the adoption of good agricultural practices. The following activities will be implemented: (a) Establishment of demonstration sites/learning plots for screening, adapting and training on improved technologies and climate-smart practices for sustainable rice production introduced through the SSC arrangement. This will include techniques for (i) optimizing the system of rice intensification (SRI); (ii optimizing water management and application of smart water saving technologies (iii) adapting the integrated nutrient management technological package, the popular ala – “One Must Do, Five Reductions (1M5R)� in Vietnam, comprising the use of certified seeds, and “Five Reductions� encompassing the reduction of seed rate, fertilizer use, pesticide use, water use, and post-harvest losses) to increase yield and reduce negative environmental impacts including greenhouse gases; and (iv) other low methane rice techniques in rice farmers. (b) Organization of Training of Trainers (ToT) sessions on rice systems capacity building for rice research scientists, technicians and extension officers and other providers of advisory services (including master famers) to increase knowledge in rice systems and innovative and climate smart practices. This will be done through (i) identifying knowledge gaps and designing appropriate technical training for technicians and extension workers, (ii) production and dissemination of user-friendly training materials such as brochures, posters, video clips, etc., for farmers and other targeted audience; (iii) improving extension skills, capacity and quality, and (iv) enhancing capacity for foundation seed production and certification. The Component will also support the strengthening of research and extension coordination on rice by facilitating joint planning of rice extension activities on rice. (c) Scaling up training for farmers, and building and strengthening farmer networks based on locally appropriate standards of training to ensure post project sustainability. This activity will involve scale up training of smallholder farmers and their organizations on improved rice farming practices through technical training and demonstration Page 1 for farmers and FBOs to build capacity for sustainable practices. This component will also provide support for strengthening rice associations/inter-professional groups (including innovation platforms) for national for effective participation national policy discourses. Women Rice value chain actors will be given priority in project support. 5. The project will finance the cost of setting up learning plots, including land preparations, provision of improved seeds, bio-fertilizers, bio-pesticides, as well as the training cost for rice technicians, extension officers, farmers and their associations, and related consultant and non-consultant costs. 6. Component 2: Support for institutional capacity-strengthening – US$765,000. This component will contribute to GoSL’s South/South Cooperation program objective of strengthening the capacity of state and non-state institutions that would support accelerated adoption of knowledge and techniques shared through the SSC platform. It will also support youth groups to establish and operate production support services to help reduce the drudgery of rice producers (particularly women) and processors and attract the youth into the rice sector. The component will support the following 3 key activities: (a) Capacity assessment of institutions (both public – Research and extension among others, and private – farmers’ associations/cooperatives, agribusiness associations, etc.), that directly support the development of the rice sector to identify gaps, and strengthening of existing networks of rice value chain actors, including support for rice cooperatives, inter-professional groups (including innovation platforms) for national dialogues on effective ways for improving the competitiveness of locally produced rice. (b) Gaining understand of government policy and strategy regarding the development of the rice sector, and support policy dialogue on incentivizing investments in large scale and efficient milling. (c) Train youth SMEs and support them with matching grants to establish farm support service centres to provide production support services to farmers. Eligible categories of labour-saving productive equipment that reduce labour inputs would include: (i) small scale agricultural production equipment such as animal traction implements, power tillers, manually operated weeders/hand-held cultivators, seeders/planters, etc.; and (ii) harvesting and postharvest management equipment and facilities, e.g., mobile harvesters, mobile threshers, tarpaulins, winnowers, etc. The youth, particularly ladies would be the target of this intervention. (d) Provide Technical Assistance and training to ensure that investments and equipment supported under the proposed project are more climate resilient and are sustainably managed. (e) Facilitation of knowledge and experience sharing and policy dialogue on making rice production market-led and consumer driven, and on effective ways for improving the competitiveness of locally produced rice. 7. Under this component, the project will finance consultant and non-consultant services associated with the institutional strengthening of farmer groups and networks, training, workshops, and matching grants to youth groups of the establishment and running of SMEs in provision of rice production support services. It will also finance knowledge exchange programs. 8. Component 3: Project Management and Administration, Monitoring and Evaluation, Knowledge Dissemination – US$420,000. This component will aim at ensuring that the project is efficiently managed, performance and impact are carefully tracked, and the knowledge generated is effectively shared and utilized, through the following functions: (a) Project management administration: provision of support for the project implementing agencies for effective project management, implementation, and supervision. (b) Monitoring and evaluation: the establishment and implementation of an effective monitoring and evaluation system. (c) Knowledge dissemination: analysis and dissemination of lessons learned from project implementation. Page 2 9. The above listed functions of the project will be carried out by the Project Coordination Unit (PCU) of the ongoing World Bank financed FSRP, which has all the key staff in place. The proposed project will however finance the additional implementation cost, particularly in relation to additional staff for monitoring and evaluation and knowledge management. It is also financing the cost of implementation of the project associated environmental and social management framework, monitoring and evaluation of project results and impacts as well as knowledge dissemination. Institutional and Implementation Arrangements 10. The Ministry of Agriculture and Food Security (MAFS) will be responsible for the oversight of the Project. The project will be implemented over 3 years through the Project Coordination Unit PCU of the West Africa Food Systems Resilience Program (FSRP), which will be the anchor project. Use of the existing PCU will help in terms of implementation readiness since it has good experience in implementing projects following the Bank’s fiduciary procedures, can readily facilitate the complementarity with the on-going interventions, and there are human and other resources already in place. Moreover, the existing PCU is already coordinating the implementation of interventions in the rice value chains, through which the results from the pilot activities proposed under project would be scaled. It has existing capacity to ensure implementation readiness and compliance with JSDF standards. The MAFS has oversight responsibility of the project and serves as chairs of the existing FSRP’s National Steering Committee (NSC). MAFS’ oversight of the project will ensure coordination with ongoing and planned government and donor-funded programs in the agricultural sector. 11. The Rokupr Agricultural Research Center (RARC) of the Sierra Leone Agricultural Research Institute (SLARI) will host the SSC team from Vietnam. RARC is the designated national rice research and training institution in Sierra Leone. RARC will select experts that can learn and share knowledge and experience and lead the field implementation of the of the capacity strengthening activities with support from the District Directorates of agriculture and extension. RARC technicians and the extension staff from the targeted districts will facilitate the establishment of the learning plots and the training of farmers and other rice value chain actors, and would in-turn be beneficiaries of rice systems capacity strengthening activities through the ToT events planned under the project. 12. FAO will provide technical support and backstopping to the project through the FAO Representation in Sierra Leone. FAO Sierra Leone will take the lead in liaising with MAFS to ensure the smooth operation of project on a day- to-day basis, ensure speedy resolution of any operational challenges and facilitate the engagement of the Government of Sierra Leone with cooperation partners. The SSC unit in FAORAF will lead the facilitation and knowledge brokering in the SCC by connecting experts from knowledge institutions including regional/international rice institutions, such as Africa Rice and IRRI to enhance the exchange of rice production technologies, which could be quite helpful for RARC to review its strategy for rice research in Sierra Leone. The SSC expertise will be provided from Viet Nam. The Vietnamese team will be led by a Team Leader, responsible for ensuring coordination with MoA and FAO for the development of the work plans, progress reports and other activities to ensure the smooth implementation of the project. FAO will support RARC to facilitate the validation, transfer, contextualization and adaptation of Asian technology and experience to Sierra Leone. Page 3 1.2 Context of the stakeholder engagement This Stakeholder Engagement Plan (SEP) is designed to provide an effective framework for interaction with potentially affected parties and persons with interest including women, children, vulnerable and beneficiary groups in the implementation and outcomes of the FSRP2. Stakeholder engagement is the basis for building strong, constructive and responsive relationships that are essential for the successful management of a project’s environmental and social risks and impacts as well as equitable sharing of project benefits. The SEP outlines the strategies and approaches the Project Management Unit will adopt in engaging with all the identified stakeholder groups for timely, relevant and effective stakeholder engagement throughout the project life cycle. The SEP is also prepared in compliance with the application of the World Bank Environmental and Social Standard 10 (ESS10) on stakeholder engagement and information disclosure and the national laws of Sierra Leone. This SEP defines an approach and process to stakeholder consultations for the FSRP2. The scope and level of detail of the SEP reflect the nature and scope of the project and its impact on stakeholders. The SEP would also address any concerns stakeholders who may be affected by or are interested in the project may have regarding the project. The overarching goal of this SEP is to define a suitable programme and plan for stakeholder engagement that will be applied across FSRP2 and support the implementation of FSRP2 in achieving its objectives. This SEP is designed to establish an effective platform for productive interaction with potentially affected parties and others with an interest in the implementation and outcomes of the project. The project will ensure social inclusion by identifying vulnerable groups likely to be excluded or marginalized in the consultation process and design the tools that ensure that they are fully included in this process with real listening and real consideration of their views (for example, to better engage women ensure that they are consulted in separate groups facilitated by a woman). Specific objectives of the SEP to promote inclusiveness by crafting project-level engagement plan are summarised below: Objective Rationale Identify stakeholders, and build Identify the relevant primary stakeholders affected directly, either (and maintain) a constructive positively or negatively, by the project, decisions, or actions; and relationship with them secondary stakeholders affected indirectly by the project, or decision, or actions Assess the level of stakeholder Identify the major stakeholders with stakes or interests that could interest and support for the influence decisions about the project. project that can be leveraged upon Promote and provide means for Outlines the different means for communicating and effective and inclusive disseminating information or collecting stakeholders' views and engagement with project affected feedback on the project activities throughout the project life cycle. parties 1 Ensure that appropriate project Ensuring that stakeholders, particularly those directly affected by information on environmental and the proposed development, have information at their disposal to social risks and impacts is make informed comments and enable them to plan. This reduces disclosed levels of uncertainty and anxiety. Information should allow affected parties to develop an understanding of potential impacts, risks and benefits and an open and transparent approach is central to achieving this aim. Provide project-affected parties Developing a process for logging stakeholder concerns and with accessible and inclusive grievances as well as procedures for addressing complaints and means to raise issues and grievances. grievances Identify roles and responsibilities of agencies that will be involved Define roles and responsibilities in implementing the SEP for the implementation of the SEP Establish reporting and Developing indicators, the methodology for data collection and monitoring mechanisms to ensure analysis, frequency for data collection, responsibility for data the effectiveness of the SEP and collection and reporting periodical reviews of the SEP based on feedback. 1.4 Goal and Objectives The PDO for the FSRP2 is “to strengthen regional food system risk management, improve the sustainability of the productive base in targeted areas, and develop regional agricultural markets.� This PrDO is expected to be achieved through support for interventions aimed at building and strengthening national and regional digital advisory services for agriculture and food crisis prevention and management, strengthening sustainability & adaptive capacity of the Food System’s productive base, and strengthening market integration and trade. The project will generate three outcome indicators, which are: a) Program beneficiaries (number and percentage of female beneficiaries). b) Percentage of reduction of food insecure people in program targeted areas. c) Food system actors accessing hydro and agrometeorological advisory services (number and percentage of female beneficiaries). d) Producers adopting CSA technologies and services (number and percentage of female beneficiaries). e) Land area under integrated landscape management practices (Hectare (Ha). f) Intra-regionally traded production in selected value chains (Percentage), g) Satisfaction of farmers who have access to usable weather, climate, and advisory services (by gender) (percentage). h) Improved access to local climate information services through digital information platforms (yes/no). i) Agreements involving co-production of services between the public and private sectors (number) j) Agreements involving co-production of services between the public and private sectors (number) Nutrition-sensitive technologies made available to farmers by the consortium of NCoS, CGIAR and other international research institutes (percentage). 2 k) Sub-project selected from the integrated landscape management plans with climate-resilient measures implemented (percentage). l) Spatial information system established and operational to design and plan climate resilient land management practices (yes/no). m) Private sector beneficiaries involved in regional agricultural trade that are supported by the project (number). n) Women farmers reached with assets or services to improve marketing in certain value chains (number). o) Beneficiaries satisfied with project interventions (percentage). p) Grievances registered and resolved by the program (percentage). 1.5 Project Components and Interventions The project will focus on the following core interventions: (1) digital advisory services for agriculture and food crisis prevention & management; (2) sustainability & adaptive capacity of the food system’s productive base; (3) market integration & trade, (4) contingent emergency response and (5) project management. Component 1 Digital Advisory Services for Agriculture and Food Crisis Prevention & Management: This component seeks to take advantage of new information technologies, data sources and service delivery models involving the private sector to provide digital advisory services to address the multidimensional nature of food security. This component will increase access to and use of location-specific information relevant to food security by decision-makers and farmers via national extension systems. The objective of this component is to improve agricultural and food crisis prevention and management using digital advisory services and will be implemented through two sub-components. • Regional Sub-component 1.1: Upgrading Food Crisis Prevention & Monitoring Systems. The sub-component would transform the regional system for food security relevant data collection, analysis and management to information and advisory services through strengthening the capabilities, co-ordination and organization of AGRHYMET and other institutions mandated to fulfil these functions. • National Sub-component 1.2: Strengthening Creation and Provision of Digital Hydromet and Agro-Advisory Services for Farmers. The sub-component would increase access to and use of hydro- and agro-met information and advisories as well as early warning information by decision-makers and farmers via multiple dissemination channels including the national agricultural extension systems. Component 2: Sustainability & Adaptive Capacity of the Food System’s Productive Base This component targets the resilience of agro-sylvo-pastoral production systems allowing small and medium producers, especially women and youth, to sustainably meet their nutritional needs and raise incomes from the sale of surpluses in local and regional markets. This would be achieved through: (i) adapting and adopting technologies, innovation, and knowledge to counter the evolving challenges of the 3 food system; and (ii) building resilience in food insecurity priority areas through multisectoral interventions, including better access to innovation and technologies. • Regional Sub-component 2.1: Consolidating Regional Agriculture Innovation Systems. This sub- component would aim to strengthen the regional research and extension systems to deliver and scale up, in a sustainable manner, improved technologies and innovation, including digital agriculture, climate-smart, nutrition-sensitive, and gender- and youth sensitive technologies. By linking up with the national level, this component would support the implementation of national action plans of modernizing national research and extension systems to accelerate farmer adoption of innovations and technologies. • National Sub-component 2.2: Strengthening Regional Food Security through Integrated Landscape Management This sub-component aims to improve household food security and their resilience to climate variability. The intended outcome is a more resilient food system that makes more-efficient use of already limited land and natural resources and produces a significantly lower environmental footprint. The activities planned under this sub-component include measures to improve carbon stock, prevent soil erosion and support ecosystem restoration to increase climate co-benefits of the investments. Component 3: Regional Market Integration & Trade The component aims to expand food trade in West Africa and to facilitate trade of agricultural goods and inputs within and across national borders. Activities in this component will seek to expand food trade between Sierra Leone and other West African countries in a bid to enabling the efficient distribution of surplus products to loss-making regions. The project will also facilitate the production and marketing of agricultural inputs and technologies within and across national borders. This would be achieved through attracting private investment along the region’s priority value chains. • Sub-component 3.1: Facilitate Trade Across Key Corridors and Consolidate Food Reserve System. The Project will support the implementation of sound regional regulation and policies to strengthen the regional food input and output markets. Activities would focus on removing barriers to intra-regional cross-border food trade (e.g., through policy harmonization as well as establishing better trade flow monitoring and accountability mechanisms) and strengthening the relevant regional institutions (ECOWAS) responsible for coordinating the integration of regional markets as well as strengthening the regional and national food reserve management mechanisms. • Sub-component 3.2: Support to Development of Strategic and Regional Value chains. The project will develop and improve the performance of priority value chains that are critical for the national food system. The program supports upstream and downstream segments of the three priority crops (Rice and Cassava) in order to increase the availability of agricultural products and provide opportunities for value addition for sustainable food and nutrition security. This will have tangible long-term positive impacts on regional food security. Component 4: Contingent Emergency Response This component aims to make resources available to strengthen the response capacity of the Government in case of emergency situations sparked by natural disasters (pests, droughts and floods, pandemic 4 outbreak, etc.) through a synergy of actions. The CERC has been activated and includes the following activities presented in the following subcomponents: Sub-Component 4.1: Support to Implement Government’s Quick Action Food Security Response Plan The reallocation into this new sub-component responds to GoSL’s request for the activation of the CERC to address the short- and medium-term implications of the global food, fertilizer, and fuel price crisis for the country by improving access to food and strengthening agricultural production, particularly for food insecure districts and smallholders. This subcomponent proposes to meet the immediate food and nutrition needs of acutely food insecure agricultural households and communities identified for support through the Government-led targeting process. To meet the immediate food security needs of vulnerable groups, over a period of 3-6 months, the AF will: i. Provide food and nutrition assistance to vulnerable households. Some 20,000-crisis affected; vulnerable farm households (approximately 100,000 people) will receive three (3) months of cash transfers. Of these, 75 percent of beneficiaries will be female-headed households. The cash transfer activity will be implemented by the Social Safety Net Project coordinated through the National Commission for Social Action (NaCSA) using existing cash transfer systems (targeting, value provision, and administrative infrastructure). To ensure a coordinated response to the high fuel and food price crisis, NaCSA will implement this program in coordination with WFP and other partners of national food security and early warning and response system. Through this scheme, the project will reach to help them meet their immediate food and nutrition needs and minimize the impact on their livelihoods. ii. Provide cash for work to support local food production. 8,700 smallholder farming households within 158 Farmer Based Organizations will be provided with 60 days of employment in public works, focusing on rehabilitation of critical agricultural infrastructure, particularly that affected by recent floods, including 1,300 hectares of IVS.1 The program will have two layers of targeting: (a) geographic according to the level of food insecurity in districts; and (b) at the household level, self- targeting of the poor within food insecure communities. The wage rate will be no higher than the market wage for unskilled labor (agricultural daily wage) in different locations. Under this activity, the project with technical support from WFP will also support: (i) deploying 40 power tillers to high performing groups to mechanize land preparation; (ii) fencing 50 hectares of IVS in Falaba district to mitigate conflicts between crop farmers and cattle herders; (iii) upgrading of 15 Farmer based organization (FBO) stores and rehabilitation/construction of 15 drying floors to improve post-harvest management; and (iv) restoring degraded water catchment areas through planting 25,000 economic trees. iii. Support school feeding to prevent the deterioration of nutrition status of children. The AF will support school feeding in crisis affected districts to enhance nutritional levels of the children from deprived homes. WFP will be the main implementing partner, working in close partnership with the School Feeding Secretariat which is responsible for coordination, quality assurance, monitoring, and reporting. WFP will procure and deliver in-kind food assistance to 120,000 children attending public primary schools in 34 chiefdoms in Karene, Kenema and Bonthe districts, shown to be among the most food insecure by the 2020 Comprehensive Food Security and Vulnerability Analysis. With this support, targeted schools will prepare and serve daily hot meals, ensuring that they meet 30 percent of their daily nutritional needs, increasing attendance, 1 Each household will receive 60 days FFA, paid in local currency equivalent of USS2.9/HH/day. 5 retention, and educational attainment. The program will finance WFP to procure 320 Metric Tons (MT) of rice locally for the first term, and 1,400 MT internationally for the second and third term. Some 420 MT of pulses, 140 MT of vitamin-A fortified vegetable oil, and 70 MT of iodized salt will be procured internationally. To boost local production of a diversified basket of food, over a period of 24-36 months, the project will: (i) Finance procurement of agricultural planting materials and inputs, organize advisory services and technical training to restore the productive capacities of crisis affected farm households . Some 30,000 farming households will be supported, focusing on improved tolerance to climate- related stress and short duration crops to maximize the 2022/2023 cropping season. The beneficiaries will include about 3,000 recent flood affected households. The intervention will support the delivery of 4,000 tons of fertilizers and soil amendments and 3,000 tons of improved short duration seeds, as technology packages, to cultivate 30,000ha of priority crops (particularly rice) through the e-Voucher scheme. Crisis affected farmers will be supported to cultivate 10,000 ha of bio-fortified cassava and orange flesh sweet potato varieties. The AF will also finance expanded access to mechanization services for land preparation and harvesting, through machine ring operators, as well as other production support services, including support for agricultural extension services (using the e-extension platform where accessible). The delivery of high-yielding short-duration varieties of target crops would help farmers to take advantage of rain and residual moisture in the floodplains in raising a successful second crop. This will help restore productive capacity, boost crop yields, and improve food security in the medium-term. (ii) Promote the cultivation of high nutrient crops such as legumes (groundnut, cowpeas, and soybeans) and vegetables in crisis-affected communities, particularly those severely affected by recent floods. Beneficiary farming households and FBOs will be supported with simple tools for land preparation, and technology packages comprising early maturing seeds, and organic and inorganic fertilizers and pesticides, aiming to cultivate 850 ha of groundnuts, 155 ha of soybeans, 400 ha of cowpeas, and 2,000 ha of vegetables. 2 tons of assorted onion and vegetable seeds will be procured, in addition to some 2,000 tons of dung through local service providers. Five (5) solar water irrigation pumps for large-scale vegetable production during the dry season will be installed, focusing on the production of onions and other assorted vegetables through female farmer groups. With technical assistance from FAO, the project will finance: (i) training in climate smart practices including organic production system and integrated pest management systems and strategies; (ii) capacity strengthening of farmers, marketing cooperatives, and aggregators to foster linkages among value chain actors and smoothen markets, through establishing two regional agricultural business platforms to bring together smallholders and the private sector; and (iii) nutrition education to improve production and consumption diversification. To create and rehabilitate resilience-enhancing productive assets, over a period of 24-36 months, the project will: (i) Provide targeted beneficiaries in food insecure districts with grants to acquire assets such as labor-saving small farm implements and tools to enhance productivity, and in-kind support to own and rear livestock as sources of alternative livelihoods. The sub-component will emphasize the integration of climate-smart practices across the supported interventions to ensure sustainability and build climate resilience. With technical assistance from FAO, the project will support vulnerable farm households in short cycle livestock production, particularly in backyard poultry, small ruminants (sheep and goats), piggery and aquaculture production. These will internalize previous lessons learned and be provided as in-kind support to broaden income sources of the farm household, improve capacity to manage shocks and improve household 6 nutrition. This will include support to produce 250,000 six-weeks-old chicks of improved breeds of cockerels to benefit 5,000 farm households for backyard poultry that would also improve local breeds. About 8,000 small ruminants (sheep and goats) with improved climate-resilient breeds will be procured and distributed to 2,500 vulnerable farm households, who, in turn, will be required to pass on the progeny as gifts to subsequent sets of beneficiary households. Beneficiaries will also receive technical assistance to construct appropriate housing for the livestock and support initial feed needs (20 tons) and veterinary products aimed at improving livestock health and husbandry. Component 5: Project Management The overall management of the program will be carried out by the Ministry of Agriculture and Food Security’s National Development Partners Program Coordinating Office (NDPPCO). NDPPCO is currently anchored within the MAFS management and fiduciary structures. A Technical Unit made up of a designated project manager, a fiduciary expert, a safeguards specialist, a procurement specialist and additional technical experts in the areas of Monitoring and Evaluations and Agricultural Economics have been established within the NDPPCO to oversee the day-to-day implementation of the program’s activities. Specifically, the activities under this component will include program management; procurement arrangements; results monitoring and evaluation; financial management arrangements and recurring costs. 1.6 Location/coverage FSRP2 specifically targets all the districts in Sierra Leone, as indicated in Figure 1.1 below. However, for respective value chains, FSRP2 targets 10 agricultural districts of Sierra Leone, which were also covered in the existing SCADeP. Six (6) districts have been prioritized for small and medium-scale farmers, women, youth, vulnerable groups involved in rice production and institutions accessing improved information services from hydromet and agro-advisory services as well as FNSEWS and those involved in priority value chains. Four (4) districts have been prioritized for cassava production and value chain development. Four (4) target districts for livestock production and value chain development have been earmarked for project implementation. Specific intervention areas for the implementation of project activities within these districts will be selected using criteria developed during project preparation and included in the Project Implementation Manual. The selection criteria for these areas of intervention will be based on the priorities of the country, climate, vegetation, geology which could inform on the type of soil, topography, major economic activities in the area as farming or cattle rearing or livestock and aligned to the project at the regional level. MAF has designed a national farmer database with unique identification features, such as biometric identifiers and GPS precision of farm locations, to form the basis of selecting the beneficiaries. Currently, the MAF is moving towards a centralized farming model that brings together farmers in selected value chains to farm on well developed, large-scale farms in centralized locations. 7 1.7 POLICY AND LEGAL REQUIREMENTS The relevant World Bank Environmental and Social Standards (ESSs) and the national legal framework applicable to the preparation and implementation of the SEP are described below to guide the implementation of the FSRPAF2. The stakeholder engagement process has been designed to ensure compliance with Sierra Leone’s legal and regulatory requirements and the World Bank’s Environmental and Social Standards for Stakeholder Engagement and Information Disclosure. 1.7.1 National legislation for stakeholder engagement The key laws most relevant to stakeholder engagement are: • Article 25 of the Constitution of Sierra Leone, 1991 (Act No. 6 of 1991), which became effective 1 October 1991, includes the freedom to receive and impart ideas and information without interference as part of the right to freedom of speech and expression. • Article 7(1) of the Constitution of Sierra Leone, 1991 (Act No. 6 of 1991) enjoins upon the Government to ensure that all Sierra Leoneans participate in all spheres of the economy. Participation requires creating a flow of credible and useful information that people may use in a meaningful manner. 8 • Article 2 (1 & 2) of the Right to Access Information Act, 2013 states “every person has the right to access information held by or is under the control of a public authority� and “every person has the right to access information held by or is under the control of a private body where that information is necessary for the enforcement or protection of any right.� • Article 108 of the Local Government (Amendment) Act, 2004, mandates the Ministry to promote participatory processes in local councils and encourage citizen’s inclusion and involvement in governance. Public consultation and community involvement constitute a core element of MAF operations. The implementation of the FSRP2 will be done in collaboration with the local council. • Under the Public Lands Ordinance Law 1898, the GoSL can acquire any land in the public interest simply by publishing a declaration in the Gazette and informing the owners of the land accordingly. The Ordinance also provides for payment of compensation to those affected by the declaration. Land administration in Sierra Leone is governed by a dual system of law, dispersed in about twenty statutes and regulations. Among these are the general Property Statutes consisting mainly of received English law adopted by the Courts Act of 1955. The Law of Property Act 1925 forms the basis for land law, but this has been amended and supplemented by a number of key legislation, such as The Constitution of Sierra Leone Act No 6 of 1991 Sec 21; The Public Lands Ordinance Cap 116; The Unoccupied Lands Act Cap 117; Defence lands Acquisition Ordinance Cap 119; Compulsory Acquisition of Property (Constitutional Safeguards) Act of 1961; The Non-Citizen Interest in Land Act 1966; Provinces Lands Act Cap 122; Tribal Authorities Act Cap 61; Protectorate Lands (Amendment) Act No 15 of 1961; The Mines and Minerals Act of 1994; and The National Power Authority Act of 1982, as amended by an Act in 2006. Essentially these regulations speak to how the public sector (the state) acquires land and the degree to which they are liable to compensate occupiers. The legislation is generally silent on the issue of the private sector but assumes that they would follow a similar course. • Food Security Policy (FSP), 2007 under the Ministry of Agriculture and Forestry (MAF), is based on the following pillars: (a) Agricultural Intensification, which underscores the need of cultivating improved varieties through appropriate agronomic practices, including the use of fertilizers and pesticides to ensure increased yields; (b) Crop Diversification which promotes the cultivation of improved varieties of other crops other than rice through sensitization and awareness-raising of their nutrient value to reduce the dependence and demand for rice; (c) Natural Resource Conservation which encourages the prudent use of water and watershed resources in an effort to increase agricultural land resources and (d) Food Safety Nets which provides food aid support to the farmer and their dependents during hunger seasons to prevent them from eating seed rice and vulnerability to sicknesses. The specific objectives are to increase diversified agricultural production and food availability, raise rural incomes and employment while ensuring adequate protection of the environment, maximize foreign exchange earnings from agriculture and ensure regional balance growth and equitable income distribution. • The Persons with Disability Act, 2011 protects against discrimination against persons with disability and creates equal opportunities for persons with disability. Article 6 (1j) mandates the National Commission for Persons with Disability to provide access to available information and technical assistance to all public and private institutions, associations and organizations concerned with persons with disability. 9 • The Child Rights Act, 2007 outlines the protection of children and young persons and the prevention of child labour compatible with the Convention on the Rights of the Child and the African Charter on the Rights and Welfare of the Child. Section 32 (1 & 2) protects children against exploitative labour and engagement of children below 18 years in hazardous work. This project will not allow child labour and sensitizes contractors, implementing partners and stakeholders on preventing child labour during project implementation. • Laws related to GBV and Sexual Exploitation and Abuse/Sexual Harassment (SEA/SH (: There are several legislative and policy frameworks established to provide supportive and conducive environment to stem and reduce incidents of SEA/SH and punish perpetrators. The passage of the three Gender Acts (the Domestic Violence Act (2007), the Devolution of Estates Act (2007) and the Registration of Customary Marriage and Divorce Act (2007) in 2007 provide concrete legal backing on the rights of women and children which could be drawn on to prevent SGBV and seek resolution in the event of occurrence. The Domestic Violence Act outlines domestic violence as a criminal act in and of itself and uses a broad definition of domestic abuse which includes physical and sexual abuses, economic abuses, verbal, emotion and psychological abuse’ perpetrated against an individual in a domestic setting. The Registration of Customary Marriage Act raises the legal marriageable age and requires customary marriages to be registered under Customary, Muslim, Christian and civil laws. The Devolution of Estates Act aims to address issues of women’s inheritance rights by allowing men and women to inherit equally and abolishing customary practices whereby widows were often required to marry a member of her deceased husband’s family. Despite the plethora of laws and apparent institutional commitment to address SGBV, the committee remains limited in its ability to effectively coordinate activities, largely due to lack of funding. These Gender Acts were complemented by the Sexual Offences Act, which criminalizes rape (with marriage explicitly denied as a defence), indecent assault and harassment and imposes a maximum 15-year sentence for cases of rape. It also entitles victims of sexual offences to free medical treatment, as well as a free medical report (necessary for prosecution). This was designed to protect women and girls from rape and abuse from people in authority; bans rape in marriage, provided greater powers to Family Support Unit (FSU) to investigate and prosecute cases of sexual abuse. The mandate is to receive cases of SGBV, help victims, investigate crimes and prepare a case for prosecution, as well as increase public awareness. NGOs and service providers have also contributed efforts in stemming the problem by raising awareness on the issues, advocating increased access to services for victims – or in some cases providing those services- and promoting attitudinal change about women’s status, women’s rights and gender power relations within the society. These policy and legislative changes are clearly important in criminalizing VAW, building greater respect for women’s rights, and demonstrating how seriously the government takes issues of women’s security, owing in no small part to ongoing advocacy by women’s organizations and activists. • The Prevention and Control of HIV/AIDs Act (2007) enacted to provide a legal framework for the prevention, management and control of HIV and AIDS, for the treatment, counselling, support and care of persons infected with, affected by or at risk of HIV and AIDS infection. It urges the government to assume to responsibility for educating and providing information to all citizens on 10 HIV and AIDS, safe practices and procedures, testing, screening and access to healthcare facilities within the country. It prescribes safe practices and procedure to enhance prevention of transmission and prohibits compulsory testing. The law also prohibits discriminatory policies in the workplace and schools, restriction of movement based on HIV status, and denial of burial rites. 1.7.2 World Bank Standards for Stakeholder Engagement The WB’s ESF sets out the World Bank's commitment to sustainable development and mandatory requirement for the bank finance projects. Environmental and Social Standard (ESS) 10 on Stakeholder Engagement and Information Disclosure recognizes the importance of open and transparent engagement between the proponent and project stakeholders as an essential element of good international practices. Effective stakeholder engagement can improve the environmental and social sustainability of projects, enhance project acceptance, and make a significant contribution to successful project design and implementation. The main objectives of the ESS10 are to: • Establish a systematic stakeholder mobilization approach that will allow Borrowers to properly identify stakeholders and to establish and maintain with them, in particular the parties affected by the project, a constructive relationship. The information gathered from people in the community will help the Project meet their needs, including risk analysis of Gender Based Violence (GBV), Sexual Exploitation and Abuse/Sexual Harassment (SEA/SH) related to project activities. • Evaluate the level of interest and support from stakeholders and create a platform for their opinions to be taken into consideration in the design and implementation of the project. • Encourage the effective mobilization of all parties affected by the project throughout its life on issues that could potentially affect them and provide the means to achieve this. • Develop trusting relationships between the Project and stakeholders that will contribute to proactive interactions to avoid, if possible, unnecessary conflicts based on rumour and disinformation. • Identify the structures and processes through which conflicts and complaints will be managed rather than trying to stifle them; thus, giving the Project a better understanding of the issues and expectations of stakeholders and thereby increasing the possibilities of increasing the added value of the Project to local stakeholders. • Ensure that stakeholders receive in a timely and understandable, accessible and appropriate manner the information relating to the environmental and social risks and effects of the project, including the risks related to GBV/SEA/SH, the prohibited behaviours of employees of the project, and how to access the GM of the project. • Provide the parties affected by the project with the means easily allowing everyone to raise their concerns and lodge a complaint, and for the Borrowers to respond to and manage them, including regular consultation with community members (especially including women, survivors of GBV/SEA/SH incidents and members of vulnerable groups) to ensure that entry points and the mechanism designed to handle complaints are accessible and appropriate and that the services provided are responsive to needs. 11 The ESS10 mandates Borrowers to: • Establish a systematic approach to stakeholder engagement that helps Borrowers identify stakeholders and maintain a constructive relationship with them. • Assess stakeholder interest and support for the project and enable stakeholders’ views to be taken into account in project design. • Promote and provide means for effective and inclusive engagement with project-affected parties throughout the project life cycle; and • Ensure that appropriate project information is disclosed to stakeholders in a timely, understandable, accessible and appropriate manner. The key requirements of ESS10 are the following: • It emphasizes stakeholder engagement throughout the project life cycle, and requires a Stakeholder Engagement Plan (SEP); • It encourages early identification of stakeholders, both project-affected parties and other interested parties. • engagement must be proportionate to the nature, scale, risks and impacts of the project, and appropriate to stakeholders’ interests. • It specifies process and criteria for information disclosure and meaningful consultation; and • It requires an accessible and inclusive grievance mechanism, proportionate to risks and impacts. The development of SEP is a requirement for all Investment Project Financing (IPF) supported by the World Bank. The WB requires borrowers to engage with stakeholders throughout the project life cycle, commencing such engagement as early as possible in the project development process and in a timeframe that enables meaningful consultations with stakeholders on project design. The WB also requires borrowers to engage in meaningful consultations with all stakeholders. The project is required to provide stakeholders with timely, relevant, understandable, and accessible information and consult with them in a culturally appropriate manner, which is free of manipulation, interference, coercion, discrimination and intimidation. 2. BRIEF SUMMARY OF PREVIOUS STAKEHOLDER ENGAGEMENT ACTIVITIES As part of the preparation of FRSP2 in Sierra Leone, MAF, with the financial support from the World Bank, has prepared environmental and social management documents such as the Environmental and Social Management Framework (ESMF), which will set out the principles, rules, guidelines, and procedures to assess environmental and social risks and impacts, and mitigation measures. Along with the ESMF, a Stakeholder Engagement Plan (SEP), Labour Management Procedure (LMP) and Environmental and Social Commitment Plan (ESCP) are being prepared. Consistent with the objective of engaging stakeholders throughout the life cycle of the project, some consultations took place at the national level involving the MAF and other agencies and key stakeholders at the national level. Table 2.1 presents records of the consultation participants, outcomes of the consultations and a summary of issues and advice provided regarding FSRP2. Moreover, initial consultation for the purpose of preparing the SEP was conducted virtually using Google Meet and telephone interviews between March 15 to 18, 2021. The consultations provided an opportunity to conduct formal and informal 12 stakeholder meetings and observe the interests and the degree of impact of FSRP2 on key stakeholders. Table 2.1 provides a summary of the consultations with issues raised about FSRP2. Table 2.1 List of stakeholder engagement conducted during project identification and preparation stage Participating Institutions Date Venue Main topics discussed PCU 1. Seeking stakeholder interest or expectations for Ministry of Agriculture FSRP2. and Forestry Ministry 2. Obtaining stakeholder insights on March Virtual of Local preferred methods of 15-18, stakeholder Government and Rural communication for stakeholder 2021 meetings 3. engagements. Development Ministry of Lands, Compiling comprehensive records of each Country Planning and stakeholder engagement activity. the Environment 1. National Federation of Discuss the Additional Finance of $30 million from Farmers in Sierra Leone the World Bank to FSRP2 under MAF for additional Sierra Leone Women activities under Component 2: Market Access Farmers Federation 2. Improvement. Road Maintenance The issue of maintenance of feeder roads as one of Fund Administration 3. the challenges facing beneficiaries. April 5, Sierra Leone Roads The practical steps needed to ensure gender FSRP2 PCU participation in the road works and maintenance. 2019 Authority 4. EPA-SL The revision of the old map of Sierra Leone used in 5. the ESMF. City and District The documentation of potential positive impacts of Councils the road construction and maintenance in the National Water Impact Identification and Mitigation Section of the Resources ESMF. Management Agency Participating Date Venue Main topics discussed Institutions Ministry of Social • Gender issues, including Gender Based Violence Welfare, Gender and issues and GRM. Children’s Affairs SCADeP Environmental Protection Agency 13 Executives and members of Sierra 1. Level of awareness about West Africa Food System Leone Women Resilience Program. Stakeholder Farmers 2. Level of expectations of members about FSRP2 April 10, Engagement Federation and Sierra 3. Level of interest in FSRP2 2021 Workshop Leone National 4. Preferred method of communication in case the Farmers’ Federation Ministry of Agriculture and Forestry intends to (NAFFSL) engage them in the future about the program PIU, District • Important issues on various environmental and Agricultural officers social issues especially around fertilizers, (DFOs) herbicides, deforestation, wetlands, gender May 13, issues, child labour, and general health and Bo City 2023 safety issues • General project issues discussed including the components and related environmental and social issues PIU team; District Forest Officers (DFO), EPA, MDAs. Rainbow Society • Project overview including components. Bo City Ministry of • Awareness and engagement on GRM, GBV and Environment setting up the GRM committees. Representatives Ministry of Agriculture • Definitions and context were discussed from Bo, Ministry of • The importance of GRM and the FSRP2 GRM July 11 Kenema, Environment system in place 2023 Bonthe, Ministry of Health • The guiding principles of GRM and steps were Kailahun, ONS all discussed. Moyamba, SLARI • Important roles of stakeholders Pujehun District Agricultural • Launch the GRM and form the GRM Officers committees Ministry of Education Forestry Rainbow Society • General project overviews including the various District Agriculture components. Makeni City for Officers Kambia, • Discussions on GRM and GBV Northwestern Women in Agriculture, • Definitions and context were discussed Region District Coordinator • The importance of GRM and the FSRP2 GRM (Kambia, District Agriculture July 12 system in place Falaba, karene, officers 2023 • The guiding principles of GRM and steps were Kono, Environmental Social all discussed Koinadugu, Officers Tonkolil District, Ministry of Lands • Roles and responsibilities of stakeholders ONS • Environmental and social issues District medical • Launch GRM and set up GRM Committees officers 14 Das Extension Officers Chief Administrators DHMTs Gender Specialist and Officers, MBSSC, Ministry of Education Ministry of Environment Women in Agriculture network District Secretaries Sierra Leone Legal Aid Board Legal Health SLAMA- Sierra Leone Roads Ministry of Agriculture Livestock and veterinary Services Division Director of Services Division Rokupur Agricultural Center- SLARI National Federation of Farmers 15 3. STAKEHOLDER IDENTIFICATION AND ANALYSIS 3.1 Stakeholder Identification The main objective of stakeholder engagement is to discuss the proposed project’s environmental and social implications and to identify alternatives for consideration as well as ways for managing the identified risks and impacts. Project stakeholders are individuals, groups, or other entities that can influence the project, could be affected by the project, or are interested in the project. This section identifies key stakeholders who will be informed and consulted about the project, including individuals, groups, organizations or institutions. It also identifies and assesses the needs of some vulnerable groups, who may have limitations in participating and/or in understanding the project or participating in the consultation process. The WB ESS 10 recognizes three broad categories of stakeholders, namely i) project-affected parties, ii) other interested parties, and iii) disadvantaged/vulnerable individuals or groups. Project-affected parties include those likely to be affected by the project because of actual impacts or potential risks to their physical environment, health, security, well-being or livelihoods. These stakeholders may include individuals or groups, including local communities. They are the individuals or households most likely to observe/feel changes from the environmental and social impacts of the project. The term “Other interested parties� refers to individuals, groups, or organizations interested in the project, which may be because of the project location, its characteristics, its impacts, or matters related to the public interest. For example, these parties may include regulators, government officials, the private sector, the research community/academics, unions, women’s organizations, other civil society organizations, and cultural groups. It is particularly important to understand project impacts and whether they may disproportionately fall on disadvantaged or vulnerable individuals or groups, who often do not have a voice to express their concerns or understand the impacts of a project. The opinion of affected persons and other stakeholders shall be sought through regular public consultations, and the engagement will be directly proportional to the impact on the group or individual and their level of influence on the project. The interests of the different stakeholder groups and individuals, how they will be affected by the project and to what degree and influence they could have on the project will form the basis from which to build the project stakeholder engagement strategy. Again, cognizance should be taken of the fact that not all stakeholders in a particular group or sub-group will necessarily share the same concerns or have unified opinions or priorities. The means of engagement will also be informed by the culturally acceptable and appropriate methods for each of the different stakeholder groups targeted. Table 3.1 presents an analysis of the degree of impact that key stakeholder groups may have on FSRP2. 3.1.1 Principles for Stakeholder Engagement The following principles were adopted for the stakeholder engagement: • Openness and life-cycle approach: This means that public consultations for the project will be organised during the whole project life cycle, carried out in an open manner, free of external manipulation, interference, coercion or intimidation; • Informed participation and feedback: This will mean that: (i) information will be provided to and widely distributed among all stakeholders in a timely and an appropriate format; (ii) opportunities are provided for communicating stakeholders’ feedback, for analysing and addressing concerns; (iii) information will be provided to women and other vulnerable groups like old age persons, disabled, children etc. in a manner accessible to them to ensure their effective participation and feedback • Inclusiveness and sensitivity: Stakeholder identification will be undertaken to support better communications and to build effective relationships. The participation process for the project is inclusive. All stakeholders will always be encouraged to be involved in the consultation process. Equal access to information will consciously be provided to all stakeholders. Sensitivity to stakeholders’ needs, recognizing and respecting cultural sensitivities of diverse ethnic groups will be the key principle underlying the selection of engagement methods. Special attention will be given to vulnerable groups, such as women, youth, aged- persons, persons with disabilities and persons living in hard-to-reach areas. • Flexibility: The methodology would adapt to other forms of engagement suitable and culturally appropriate to the audiences. Table 3.1 Identification of affected parties directly and indirectly Type of Stakeholder/ High Impact Medium Impact Low Impact Level of Impact Affected • Project Co-ordination Unit • District and Local Councils • Ministry of Trade and Industry • Ministry of Agriculture and Forestry • Farmers’ associations and • Ministry of Local Government • National Development Partners cooperatives and Rural Development Program Coordinating Office • • Marketable organisations • APEX bank • Sierra Leone Meteorological • Large-scale farmers Agency Sierra Leone Chamber of • • Commerce National Water Resources Sierra Leone Import Export • Management Agency • Sierra Leone Agricultural Research Promotion Agency • Institute • Sierra Leone Agribusiness Sierra Leone Agricultural Research Development Fund Institute – National Fertilizer • • Sierra Leone Chamber for • Agency Agribusiness Development Rokupr Agricultural Research • • Produce Monitoring Board • Centre • National Disaster Management Njala Agricultural Research Centre Authority • Office of National Security – Department of Soil Science Emergency Operations Center • National Seed Quality Control and Environmental Protection Certification Agency Agribusiness, agro-dealers, producer Agency-SL associations operating in • domestic and regional agricultural products and inputs trade • Permanent Inter-States Committee for Drought Control in the Sahel • National Federation of Farmers of • Sierra Leone Seed Cooperatives Seed Companies • Sierra Leonean smallholder farmers • National Center of Specialization for Mangrove Rice Table 3.2 Other interested parties Type of Stakeholder/ High Impact Medium Impact Low Impact Level of Impact Other • National Revenue Authority • Centre for Environmental Impact • Media (electronic, print and Interested • Economic Community of West Analysis social media) Parties African States • West and Central African Council • World Bank/IFAD • West African Economic and for Agricultural Research and • OECD Club du Sahel Monetary Union Development • African Development Bank • Ministry of Information and • Consultative Group for (AfDB) International Agricultural • Communication Agence Française de • Work contractors, suppliers, clients, Research • Development service providers • AfricaRice Netherlands Foreign Trade and • International Institute of Tropical • Development Agency Agriculture Sierra Leone Association of • AGRHYMET Regional Center • Commercial Banks • Food and Agriculture Organisation Ministry of Social Welfare, • West African Agricultural • Gender and Children's Affairs Productivity Program Civil societies/NGO • Minister of Works, Housing and Infrastructural Development • Ministry of Finance and Economic Development Vulnerable groups • Women & women groups (such as Sierra Leone Women Farmers Federation) • Youth & youth groups • Persons with disabilities • Elderly heads of households • Residents in remote/inaccessible or vulnerable areas/communities 3.2 Stakeholder Analysis Stakeholder analysis determines the likely relationship between stakeholders and FSRP2 and helps identify the appropriate consultation methods for each stakeholder group during the project's life and also the prioritization of stakeholders for consultation/engagement. The stakeholders are grouped according to their characteristics and the degree of impact of FSRP2, and the extent to which the project will negatively or positively impact them. The degree to which the identified stakeholders will be impacted by the project and the level of interest of the stakeholders on the project outcome is rated as low, medium or high as defined below: Degree of Impact on stakeholder a) Low: Based on an interaction with the stakeholder as well as a review of institutional mandates, the project is assessed to have a minor positive or negative impact on the stakeholder/ institution. Tables 3.3 show the FSRP2stakeholder mapping and the degree of project impact and their level of interest in the project. For stakeholder institutions, positive impacts may include the institutional knowledge and experience to be gained from the implementation of the project, and negative impacts may include possible losses and damage from the failure of the project. b) Medium: The project will have measurable positive or negative impacts on the stakeholder. c) High: The project will have significant positive or negative impacts on the stakeholder. Degree of stakeholder interest in the project a) Low: The stakeholder has minimal interest in the project. b) Medium: The stakeholder has a measurable interest in the project. c) High: The stakeholder has a significant interest in the projec 20 • Media (electronic, print • Centre for Environmental Impact • Project Co-ordination Unit and social media) World Analysis • Ministry of Agriculture and Forestry • Bank/IFAD • West and Central African Council for • National Development Partners Program • OECD Club du Sahel Agricultural Research and Coordinating Office • African Development Bank Development • Sierra Leone Meteorological Agency High • Agence Française de • Consultative Group for International • National Water Resources Management Development Agricultural Research Agency • Netherlands Foreign Trade • AfricaRice • Sierra Leone Agricultural Research Institute and Development Agency • International Institute of Tropical (SLARI) – National Fertilizer Agency Agriculture • Rokupr Agricultural Research Centre • AGRHYMET Regional Center • Njala Agricultural Research Centre – • Food and Agriculture Organization Department of Soil Science (FAO) • National Seed Quality Control and • West African Agricultural Productivity Certification Agency Program • Agribusiness, agro-dealers, producer • Civil societies/NGO associations operating in domestic and • Produce Monitoring Board regional agricultural products and inputs • Marketable organizations trade • Ministry of Information and • National Federation of Farmers of Sierra Communication Leone • Environmental Protection Agency-SL • Seed Cooperatives/Companies Medium • Sierra Leonean smallholder farmers • Ministry of Local • Work contractors, suppliers, service • National Center of Specialization for Government and Rural providers Mangrove Rice Development • District and Local Councils Farmers’ • Permanent Inter-States Committee for • Ministry of Gender and • associations and cooperatives Drought Control in the Sahel Children’s Affairs Large-scale farmers Ministry of Works, • Sierra Leone Chamber for • Housing and • Agribusiness Development Infrastructural National Disaster Management Development • Authority • Ministry of Finance Emergency Operations Center • Ministry of Economic Dev’ • 21 • Sierra Leone Association • Office of National Security • Women, youth, and women & youth groups of Commercial Banks APEX • Sierra Leone Chamber of Commerce • Persons with disabilities Low • bank • Sierra Leone Import Export Promotion • Elderly heads of households Agency • Residents in remote/inaccessible or • Sierra Leone Agribusiness vulnerable areas/communities Households Development Fund • Low Medium High LEVEL AFFECT Table 3.3 Map of stakeholder prioritisation 22 3.3 Disadvantages and Vulnerable Groups and Specific Needs The proposed activities of the project involve land acquisition and construction of meteorological and hydromet stations which can have adverse impacts on communities, on women and can exacerbate the potential risk of SEA/SH in number of ways. An influx of workers can expose the community to risks of sexual exploitation and abuse. The scale of the influx and absorptive capacity of the community are factors to consider. The construction works as well as provisions of training and financial services can expose women and vulnerable groups living in the community and providing services (e.g. traders, sex workers, opportunistic sexual favors, etc.) to risks of SEA/SH. Based on the Bank’s GBV Risk Assessment Matrix on construction-related project and the assessment carried out, the Project’s SEA/SH risks are assessed as moderate. An overview of country and project context of GBV prevalence is included under Annex 4, to understand the potential project induced risks. The social assessment has highlighted the following concerns related to women’ vulnerability and potential project induced SEA/SH risks: • The project involves construction work which may require hiring of skilled labor from outside of the project area. The consequent labor influx will have impact on the local community to accommodate them in peri-urban and urban setting and in the case of Component 1. In any case, the project with major influx of workers will increase the GBV related risks including forced marriage. Despite the risks of being abandoned, which is so frequent a case in contemporary Sierra Leone, such marriages might be seen as the best livelihood strategy for an adolescent girl. • The construction of meteorological and hydromet stations will also inevitably lead to some mobility of peoples which could also contribute to raising several social problems; namely, greater exposure to sexually transmitted diseases due to influx of outsiders such as traders, skilled and unskilled migrant labourers, transport workers, etc. all of which may potentially lead to social tensions among the local communities. The Project’s GBV risks Assessment duly anticipates these likely negative impacts which could arise during the project implementation and even after. • Sierra Leone remains, by and large, a conservative society with strict norms of male-female interactions. Nevertheless, the risks of GBV triggered by labor influx when workers interact with community girls and women in the local communities cannot be ruled out for the project. For example, the project construction will potentially take place in the city which has many pedestrian accesses that women and girls use for their daily activities, and which may increase the risk of GBV and thus, abusive behaviour can also occur between project related staffs and those living in and around the project site. Abusive behaviour can be seen within the homes of those affected by the project. • The project is expected to have some land acquisition although much of it is expected to be in urban areas in relation to the constructions of buildings. The construction of meteorological and hydro met stations under Component 1 will potentially involve only minor land acquisition. The project-related land acquisition is thus anticipated to lead to physical displacement (relocation or loss of shelter), economic displacement (loss of land, assets or access to assets, leading to loss of income sources or other means of livelihood), or both. It is also anticipated that there will be an adverse impact on vulnerable communities (e.g. elderly, disabled and female-headed households) as they may lose their lands, houses and livelihoods. The project’s RAPs, recognizing the SEA/SH risks, will include specific mitigation measures in this regard consistent with this Plan. Disadvantaged and vulnerable individuals and groups are those that may be more severely at risk or impacted due to the implementation of the project activities but may not have a voice to express their concerns or understand the impacts of a project. They are often more susceptible to hardship and less able to adapt than other groups to reconstruct their lives after being adversely affected by the impacts of the project. Vulnerable persons need to be identified during engagements in all phases of the project have their views and suggestions so that they can be well integrated into project activities and schedules. In the context of FSRP2, the following groups may be particularly at risk or considered as disadvantaged and vulnerable: women, especially women engaged in seasonal agricultural work, female-headed households and women farmers who by virtue of limiting social norms and social networks may find it harder to obtain information about the benefits of the project; the youth; households involving persons with a disability; as well as landless households, male and female-heads of households. Table 3.4 below also identifies and assesses the needs of some disadvantaged or vulnerable individuals or groups to help determine suitable engagement strategies. Table 3.4 Categorisation of vulnerable groups Preferred Stakeholder Language medium of Specific measure to Key Characteristics (individual/group) needs engagement/ mitigate these needs notification Women with no Time limitation (mostly Local language Verbal, Close by meeting skills (school occupied with household as appropriate community locations within project education only). duties); announcement, communities (such as Women may have focused group marketplace, Women engaged in limitations about the time of meetings, etc. churches/mosque, seasonal agriculture. day or location for public etc.); Women with consultation; they may need the meeting not held secondary childcare for meetings or on market days or vocational other additional support and evenings. Use of education. resources to enable them to gender sensitive/ Single participate in consultations. appropriate language. mothers/Female Consultation times will have meeting held in the headed households. to align with the needs of local language; specific women; and meetings held for women alone etc. Women comprise the Measures from SEA/SH overwhelming majority of Action Plan including the casual and temporary Codes of Conduct workers in agriculture. training of workers, Women are often employed sensitization of in lower-skill positions; they communities, also face additional obstacles implementation of GM to acquiring permanent jobs adapted to SEA/SH due to childcare and family complaints, and obligations. Working on a ensuring modifications temporary or casual basis to work sites to ensure with no formal contractual safety, security, and relationships entails less job privacy of women security and less socially protected relationships. 24 Preferred Stakeholder Language medium of Specific measure to Key Characteristics (individual/group) needs engagement/ mitigate these needs notification Wage discrimination may also occur, for example, by using commonly accepted norms for wages for men and women that are not related to actual productivity. Women are more vulnerable to Sexual Exploitation and Abuse/Sexual Harassment (SEA/SH) at the workplace that can also affect their job security, productivity, health, and well-being. In addition to mitigation measures needed to be included in the project LMP and ESMF, the project will raise awareness of labor standards, equity and non- discrimination requirements, SEA/SH risks and mitigation measures. These will also be included in project information materials, consultations and campaigns. Youth and youth 62.5 percent of the Sierra Local language Focused group Address special needs groups Leonean population are and English as meetings to help. 3 under 25 years old and are appropriate tackle employment not economically active, and those in the rural areas consequently face increasing hardship. Community Persons with disabilities are Opportunities Verbal, Accessible venues for members with vulnerable to loss of for expression community stakeholder disabilities employment opportunities as a form of announcement consultations, training in agriculture. As a result, motivation to venues, sign language speak. translators/ interpreters, large 3 Statistics Sierra Leone (2017) 2015 Population and Housing Census, Thematic Report on Children, Adolescents and Youth 25 Preferred Stakeholder Language medium of Specific measure to Key Characteristics (individual/group) needs engagement/ mitigate these needs notification vulnerability to poverty can prints/braille formats, increase. etc. Those with elderly Physically weak and less Appropriate Verbal, Accessible venues heads of households mobile local language community translators/interpreters Visually disadvantaged (low More announcement, vision) explanations focused group and examples meetings etc Slower presentations at meetings Female Heads of Time limitation (mostly Opportunities Focused group Meetings in close by Households occupied with household for expression meetings locations duties) as a form Acceptable convenient Limited voice motivation to time speak Landless households Poor and landless Preferred Focused group Address special needs or households in households and households language meetings to support them to remote/inaccessible who live in remote improve their or vulnerable communities or far away livelihoods and would areas/communities therefore be important from municipal centers may have less information about in the consultation and the project, including engagement process benefits such as employment opportunities. 26 STAKEHOLDER ENGAGEMENT PROGRAM 4.1 Proposed strategy for consultations As indicated in Chapter 1, this SEP is designed to establish an effective platform for productive interaction with the potentially affected parties and others interested in the implementation of FSRP2. Meaningful stakeholder engagement throughout the project cycle is an essential aspect of good project management and provides opportunities for FSRP2 to: • Solicit feedback to inform project design, implementation, monitoring and evaluation. • Clarify project objectives, scope and manage expectations. • Assess and mitigate project environmental and social risks. • Enhance Project outcomes and benefits. • Build collaboration. • Disseminate project information/ materials. • Address project grievances. The project and sub-project will apply a few strategies for communication to achieve a broader objective of the Stakeholder Engagement Plan. The project and the sub-projects will implement various consultation methods outlined in Table 4.1 to ensure inclusive and effective engagement with all stakeholders, including PAPs and marginalized groups. During the current planning phase, the relevant E&S team member or E&S focal person will visit project communities. They will be deployed in field offices and will undertake consultation activities with stakeholders most affected by the project-related activities. The stakeholder consultation methods will be adapted to different groups and the themes addressed. For example, in all communication strategies described in this document, issues relating to the impact of project activities on girls and women and on the risks of GBV/SEA/SH will occur in a safe and secure context where women and girls feel comfortable receiving and responding to this information. Girls and women will also be briefed on the contents of the code of conduct and consulted on the safe and accessible means by which survivors of SEA/SH can report misconduct by project staff, they will also be informed of the services available to survivors. of GBV/SEA/SH in their communities. These consultations will focus on general trends related to SEA/SH risks and the challenges/barriers that community members (especially women and girls) face and should in no case attempt to identify survivors of violence. However, if a person, during or after the consultation meeting, discloses violence of which s/he is a survivor, the facilitator should refer them to the nearest GBV service provider (information on locally available services should be collected beforehand. consultations). Table 4.1 FSRP2 stakeholder engagement methods Engagement Description and use Audience Technique Stakeholder meeting s 27 • Facilitate discussion on project’s specific issues (e.g., the role of farmer organisations, Vulnerable groups and the uptake of services, grievances etc.), that voiceless in project collective merit examination with various communities, business Focus group stakeholders using Focus Group Meetings. association (e.g., Women, meetings Elderly, people with disabilities • Women focused groups (WFG): provide a platform to discuss any issues and concerns that the women (especially female farmers/entrepreneurs) may have regarding the Project development and opportunities to participate in and benefit from the project. Depending on the risks and impacts to beneficiaries, FSRP2 will also deploy WFGs with women in marketplaces, mosques or churches through female led facilitators. • Focused group discussions (FGD) with youth and other vulnerable groups (elderly, persons with disabilities etc): discuss project design, risk and opportunities to participate in project benefits. Present project information to a group of PCU, MDAs, NGOs, CSOs, • stakeholders. business association including. Allow the group of stakeholders to provide FBOs, Service Providers • Workshops their views and opinions. • Use participatory exercises to facilitate group discussions, brainstorm issues, analyse information, and develop recommendations and strategies, Recording of responses. • Analyse information, and develop • recommendations and strategies 28 • Project beneficiaries (e.g., Convey general information on the Project, smallholder farmers, women, Community detailed discussions on sub-project activities youth and households including durbars/public • as planned by the project. vulnerable individuals in project Provide regular updates on implementation communities/districts), meetings progress to beneficiary farmers and other CSOs/CBOs/FBOs key stakeholders regarding information about the project’s benefits, grievance procedures, interactive Questions & Answers (Q&A) session with the target stakeholders. • Use market and special occasions, such as church & Islamic programmes, to disseminate information about the project • Solicit views and opinions on project impacts Project beneficiaries (e.g., and solutions smallholder farmers, women, youth and households including vulnerable individuals in project One-on-one communities/districts), PCU, interviews MDAs, business associations, research institutions, etc. Written/visual communication • Provide summary information on project Government officials, World progress; concerns/issues resolved; Bank, NGOs, Reports engagement activities undertaken, and CSOs, CBOs, FBOs, planned activities going forward. Development Partners, private • Transform project information into braille sector players/business and audible formats for persons with visual associations, research impairment. institutions, project beneficiaries and other interest groups, including vulnerable individuals • Take information on project’s specific that Project beneficiaries (e.g., merit collective examination with various smallholder farmers, women, groups of stakeholders youth and households including vulnerable individuals in project communities/districts), PCU, Surveys MDAs, business associations, research institutions, etc. 29 • Distribute or share project information. Government officials, NGOs, • Invite stakeholders to meetings; receipt and CSOs, CBOs, FBOs, provide feedback on enquires, complaints or Development Partners, private grievances. sector players, beneficiaries (e.g., smallholder farmers, Correspondence by women, youth and households phone including vulnerable individuals calls/email/SMS and in project WhatsApp/ communities/districts), PCU, Telegram/ official MDAs, business associations, letters research institutions, etc., CSOs/CBOs/FBOs and other interest groups • Disseminate and disclose project documents General public intended for general readers and audience. (E.g., ESMF, RPF, ESCP, SEP, etc.) • Advertise project procurement documents Printed media advertisement • Convey general information on the project Local, regional and national and provide regular updates on progress and stakeholders. challenges General public Distribution of printed public materials: Project information leaflets, brochures, fact sheets, briefs etc. Media • Provide announcements of commencement Target districts and project of major project activities, project Grievance affected stakeholders and Mechanism, and other outreach needs of the interested media stakeholders Mass media tools project (community and regional/nation (Radio/TV adverts, radio and television are a good medium to billboards, stimulate awareness and prepare documentaries) stakeholders for larger events or refined communication to take place). 30 • Use of the official websites of partnering and Project stakeholders and other implementing Ministries, Departments and interested parties that have Internet/ Digital Agencies to promote various information access to internet resources. Media and updates on the overall Project, impact assessment and impact management process, procurement, employment opportunities, as well as on the Project’s engagement activities with the public • To provide information on the FSRP2 PAD and Stakeholders and the general other WB instruments, i.e., ESMF, ESCP, SEP, public procurement bids, employment Project or MAF or opportunities, and general project IAs’ Websites information Information Centre • Advance announcements of commencement Local communities within the and Information of major Project activities, project Grievance project areas Boards Mechanism, the advertisement for project beneficiaries and other interest groups • Online media will be used to monitor media General public coverage about FSRP2 activities, identify industry trends and risks and establish what Social media current opinions are about the project. This (Facebook, Twitter, medium can also push positive messages out YouTube, or proactively address underlying issues Instagram) identified through media monitoring. Other • Project affected persons and any Set up a designated telephone line and the other stakeholders and short code that the public can use to make interested parties complaints and grievances, obtain information, make enquiries, or provide Dedicated hotline feedback on the project. and short code • Project’s designated venue for depositing All project-affected parties project-related information that also offers Project interests’ parties open hours to the stakeholders and other public members, with project staff available Other potential stakeholders Project to respond to queries or provide Coordination Unit clarifications. 31 4.2 Proposed strategy for information disclosure Timing and advanced planning of engagement is one key element that ensures that consultations are relevant, information is readily accessible to the affected public, and that facilitates informed participation. It is envisaged that the rollout of stakeholder engagement will align to the project cycle, i.e., preparation and design phase, implementation phase, monitoring phase, completion and evaluation phase. FSRP2 will provide information in a language that different groups of stakeholders can easily understand. The consultations will be meaningful such that it will allow stakeholders the opportunity to express their views on project risks, impacts and mitigation measures while allowing the project team to consider and respond to them. All consultation activities will be documented and lessons from previous activities will inform subsequent activities. a) Where direct engagement with stakeholders or beneficiaries is necessary, the Project will identify channels for direct communication with such stakeholders via a context specific combination of email messages, mail, online platforms, dedicated phone lines with knowledgeable operators. b) Each of the proposed channels of engagement will clearly specify how feedback and suggestions can be provided by stakeholders. Given that the various phases of project implementation do not necessarily occur in a linear way, stakeholder engagement on FSRP2 will follow the standard project management cycle, which is: (i) Preparation and Design Phase; (ii) Implementation Phase; (iii) Monitoring Phase; and (iv) Completion and Evaluation Phase. The requirements for the engagement with workers in ESS2 as well as engagement with communities in ESS4 must be always adhered to. Also, the requirements set out in ESS1 and ESS5 for disclosure and consultation for projects involving involuntary resettlement must be followed. Disclosure and consultation are critical in the preparation, implementation and monitoring of E&S risks and impacts to ensure that: • PAPs provide their inputs and concerns about the project. • Participate fully in the execution of the project; and • Promote stakeholders support and sustainability of the project. Local processes should be employed to ensure that project information is disseminated using the local language(s), ensuring that the community is fully aware of developments. During all consultations, the existence and conditions of access to a register will be widely disseminated within the community. The PMU would make available to the public, the existing GM, its procedures, the levels, and officers responsible for different types of grievances. It is essential that information on the GM should be disseminated to all relevant persons including the vulnerable and marginalized groups (such as women and persons with disability). Information should also be disseminated through the project website, notices on Notice Boards of Districts and Councils, and in communities, posters, and outreach campaigns by PMU staff. Relevant posters and video clips should be designed by the Communications Specialist for use as medium of disclosures. 32 Table 4.2 FSRP2 strategy for information disclosure Project stage List of information Method proposed to Target Stakeholders Responsibility Topic of consultation be disclosed (Recipient of information) Preparation or Components and Invite stakeholders to Project Agreeing on the proper PCU & IAs appraisal stage institutional meetings and follow- beneficiaries/IAs/ categorization of the proposed arrangements and up. Development project. Once the project other relevant partners/International category is nationally Soliciting stakeholder measures for communities/Project determined, there should be an input into the project enhancing FSRP2 agreement among all parties on design Affected Persons (PAP) the process for obtaining organisations/agencies, objections from WB. Dissemination of information to mass Agreeing on project audiences through implementation schedule and formal and informal timelines. meetings; specialized Agreeing on the required agencies dealing with processes and way forward vulnerable groups; radio and television with sign language interpretation; print and electronic media Dissemination of Stakeholder of all levels, Dissemination of Project details, PCU with E&S project information including Project including possible impacts and Team sheets such as FAQs and Affected Parties (PAPs), mitigation measures, E&S policy including fact sheets, community concerned government and principles of the FSRP2, Environmental radio programmes, use agencies at local, Safeguard policy and principles of fixing of social media, group districts and central Specialist and meeting, Focus group compensation for impacted land levels, and local GBV Specialist discussions, particularly and other assets for the municipalities development/construction of with meteorological and hydromet 33 Project stage List of information Method proposed Target Stakeholders Topic of consultation Responsibility to be disclosed (Recipient of information) women, youth and stations, Information Disclosure vulnerable groups, One- and Grievance Mechanism to-one meetings if necessary Disclose relevant PAPs, interested Present the final ESMF, Project team project Local consultative stakeholders of all levels Environmental and Social and E&S team information to meetings with PAPs, - District, Management Plans (ESMP), draft of the project stakeholders and FGDs particularly with Provincial and central environmental and social solicit their women and governments, research commitment plan (ESCP) and marginalized institutions and NGOs. inputs/feedback related plans for comments and communities, into ESMF, ESCP, feedback RPF, ESMP Group meeting, Project subprojects and Information factsheets other plans. and documents, FAQs, community radio, Mass/social media such as Facebook, project website and hotline Face-to-face meetings, All interested Project information - scope and Project team stakeholders of all rationale and E&S principles and E&S team Training/workshops levels, from local to Training on ESA and other sub of the project Invitations to national management plans public/community meetings 34 Consultative meetings All the stakeholders, Project alternatives, the scope of Project team, with identified including PAPs, local, the potential impacts and E&S team of stakeholders of all district, provincial and mitigation measures and benefit- the project levels, including PAPs national stakeholders. sharing and E&S focal representatives of person Project stage List of information Method proposed Target Stakeholders Topic of consultation Responsibility to be disclosed (Recipient of information) concerned government Co-ordination activities for agencies and local development and municipalities implementation of management plans 35 Separate consultative Project scope, rationale and E&S PCS, E&S team meetings with Representatives of principles, mode of selecting of the project identified stakeholders, affected communities, beneficiary communities, and E&S focal PAPs and joint government entities & benefits, impacts. person from public/community local municipalities, IAs Land acquisition, if required IAs meetings, Meeting with Chief District Officer, Compensation rates of impacted the representatives of Compensation Fixation assets, if required concerned government Committee, agencies and local Resettlement assistance and Ministry of Works, livelihood restoration options, if municipalities Housing and required Infrastructural Grievance mechanism process Development, MAF, other government departments involved in land acquisition. All Directly and indirectly affected PAPs. Presenting project All affected parties and Face-to-face meetings, Present details to potential PCU information to interested groups Training/workshops project beneficiaries to inform solicit interest included farmer groups, and solicit interest from, e.g., from project farmer associations Agri Invitations to rural entrepreneurs, farmer beneficiaries, startups public/community groups etc., and to inform other including as part meetings interested stakeholders of identifying last- 36 Project stage List of information Method proposed Target Stakeholders Topic of consultation Responsibility to be disclosed (Recipient of information) mile infrastructure Specific focus group investments discussions will be held with women, in particular rural female entrepreneurs, as well as with youths, and other groups, to ensure their participation. Implementation Provide regular Project information All stakeholders, Regularly update on construction PCU, E&S and supervision updates on campaign, Project including PAPs, local activities, including key team of the stage implementation Information Sheets, municipalities, milestones, key changes in the project and activities to PAPs such as brochures, concerned government Project design, and monitoring IAs and other factsheets, notices and agencies. results from the ESCP and stakeholders, social media such as ESMPs, Health and safety Facebook, feedback impacts Implement and monitor the from stakeholders Update on resettlement and implementation of Community meetings livelihood rehabilitation, benefit ESMP. and FGDs sharing, and community Handling of development initiatives Ensure Monitoring and complaints in a effective functioning of the GM Community Perception prompt and Surveys effective manner Project Facebook and website Radio and newspaper GM 37 Community meetings All stakeholders, Disclose and consult on PCU, E&S team PIC, Project including PAPs, local Construction Contractor of the Project stage List of information Method proposed Target Stakeholders Topic of consultation Responsibility to be disclosed (Recipient of information) Information Sheets, municipalities, activities, hiring preferences, job project and IAs such as brochures, concerned government and business opportunities and factsheets, notices and agencies. skill training opportunities, social media such as among others. Facebook, feedback Undertake community Health from stakeholders and safety awareness Project Facebook and programme website Radio and newspaper Official meeting with District level Meetings and discussions with Concerned concerned government government agencies, key government departments for ministry and officials, Group Local and central construction permits and government meeting, briefings and governments agencies licenses and provide a agencies, presentations construction progress update project team and E&S team of the project 38 Presenting project All affected parties and Present updates on project PCU information to Face-to-face meetings, interested groups progress to project beneficiaries provide updates Training/workshops included farmer groups, and including those affected to beneficiaries business/farmer groups and interested groups etc. and other affected Invitations to associations public/community parties and meetings interested stakeholders Specific focus group discussions will be held with female farmers, as well as with youths, and other groups, to ensure their participation. Project stage List of information Method proposed Target Stakeholders Topic of consultation Responsibility to be disclosed (Recipient of information) Operation Phase Maintain Community meetings, Project Affected Parties, Regular engagement with PCU and E&S constructive social media such as local municipalities, stakeholders to maintain good team of the relationships with Facebook, feedback concerned district level relationships and provide an project, IAs stakeholders and from stakeholders government agencies update on the Project progress. maintain Project Facebook and Manage community issues and awareness of website monitor community attitudes environmental and Community radio Ensure functioning of the GM safety practices in the local communities 39 Brochures, pamphlets, PAPs and all other Environmental and safety PCU and E&S and regular stakeholders awareness program team of the environmental and Emergency preparedness and project, IAs safety updates, response emergency response conversations with PAPs and other relevant stakeholders PAPs Regular engagement with Project team Community meetings stakeholders to maintain good and E&S team PIC, social media such District, Provincial and relationships and provide an of the project, as Facebook, feedbacks National government update on the project progress. IAs from stakeholders departments Project Facebook and Other Interested website Stakeholders Community radio Completion Project Institutional completion All Stakeholders Project results PCU Phase Completion reports Report 40 5. RESOURCES AND RESPONSIBILITIES FOR IMPLEMENTING SEP ACTIVITIES This section provides estimates of resources required for implementation of the SEP and responsible agencies for activities. The successful implementation of the SEP will depend on the commitment of the PMU and various stakeholder playing their expected roles. The implementation of the SEP will be integrated into the implementation of the different components of the FSRP2 to ensure that stakeholders are engaged in all phases of the project. The Project Manager, Financial Management Specialist, Procurement Specialist, the Technical Specialists and the Safeguards Specialists of the PCU must play their roles and responsibilities effectively to ensure successful Implementation of the SEP. The PM must provide (i) providing overall leadership for project delivery including SEP, (ii) reviews and approval of budget and resources for SEP implementation, (iii) Procurement, (iv) M&E, and (v) day to day implementation of the SEP. 5.1 Planning phase The organisational chart that depicts the roles and responsibilities for the implementation of SEP at the Planning Phase is provided in Figure 5.1. Figure 5.1: Organisational structure during the planning phase FSRP2 /NDPPCO - Project Coordinator Environmental and Social Safeguards specialists Technical Experts in IAs Focal person MAF (District Offices) MAF’s NDPPCO has the overall responsibility for oversight of the development and execution of the SEP (see the organisational arrangements of FSRP2 in Annex 1. The roles and responsibilities of the planning phase stakeholder engagement team are summarised in Table 5.1. 41 Table 5.1: Roles and responsibilities for planning phase Planning Phase Responsibilities Team Member FSRP2 Project Co- • Has the overall responsibility for oversight of development and execution of ordinator the SEP • Responsible for approving the SEP, including the annual budget required for implementation. Environmental • Manage interactions with key national-level stakeholders such as MDAs, and Social media and critical CSOs/NGOs, and policymakers, among others. Safeguards • Provide resolutions of all grievances related to the Project according to the specialists (PCU Grievance Mechanism based) • Prepare a six-monthly SEP Implementation Report of FSRP2 and submit it to the Project Co-ordinator • Monitor the quality of stakeholder engagement. • Lead in the implementation and monitoring of the SEP Technical Experts • Interface between MAF/NDPPCO and the Project stakeholders Lead (IAs based) • to organize stakeholder engagement activities in the areas of IA outlined in the SEP • Prepare a six-monthly SEP implementation report of the economic corridor and submit it to PCU • Coordinate the resolution of grievances with Communication Officer/Grievance Manager in IA • Monitoring and reporting on the SEP, including updates, as required, to the stakeholder mapping results • Execute and complete E&S disclosures • Adjust the SEP to accommodate any changes. • Undertaking at least one visit to the affected communities a month, the directly and indirectly affected population • Being the point of contact for any grievances for the PAPs • Coordinate the E&S focal person activities • Help organise community level meetings for IA • Maintain proper documentation of stakeholder engagement activities and results, as well as grievances in the Stakeholder Engagement Management System. E&S focal • Coordinate with concerned officials of Local and District Councils Receive person, • and acknowledge all sort of project-related grievances and maintain a MAF (District proper log of the grievance. Offices) • Implement sub-project Public Information Centers in the project area • Hold FGDs in local PAPs to explain printed disclosure materials for people who are not literate or problem in reading/understanding local languages • Maintaining the Project Information Centre 42 • Maintain a log of stakeholder meetings • Communicate urgent issues and grievances to the E&S lead in a timely manner. 5.2 Implementation and operation phases At the beginning of the operational phase, the Environmental and Social Safeguards specialists will still take oversight of the implementation of the SEP on behalf of the MAF’s NDPPCO. This organisational structure (Figure 5.2) will be reviewed periodically to ensure the effectiveness of SEP implementation. Figure 5.2 Organisational structure for implementation and operation phases Project Co-ordinator Environmental and Social GBV specialists (PCU based) Safeguards specialists (PCU based) Technical Experts in Contractor’s E&S officer IAs E&S focal person MAF (District Offices) The roles and responsibilities of the stakeholder consultation team during the future phases of the project are presented in Table 5.2. Table 5.2 Roles and responsibilities for implementation and operation Future Phases Responsibilities Stakeholder Engagement Team Member FSRP2 Project Co- • Responsible for approving the SEP, including the annual budget required ordinator for implementation. 43 • Responsible for the overall implementation of the SEP and to ensure that Environmental grievances are resolved in a timely manner. and Social Safeguards • Coordinate the SEP engagement activities and various frameworks/plans specialists and such as IPPF and RPF, including adjusting the SEP to accommodate any GBV Specialist changes. (PCU based) • Accommodate the grievance mechanism Technical Experts • Support the Senior Safeguard Specialist in the implementation of the SEP. (IAs based) • Coordinating the E&S focal person s activities on the ground, including regular training and briefings • Hold weekly meetings with E&S focal person to examine the stakeholder engagement/feedback and grievance register records undertaken by the E&S focal person. • Provide a weekly summary of feedback and grievances to the Communications and Stakeholder Engagement Lead and Social Team Lead E&S focal person • Implement Project Information Mobile Libraries in the PAP area. • Receive training once a month on general Project information, MAF (District engagement skills and techniques, various specialist topics centred on Offices) Project key risks and how the Project team plans to manage them • Hold small group meetings to explain printed disclosure materials for people who are not literate or problem in reading/understanding local languages. • Receive stakeholder feedback and grievances, and each will maintain a log of meetings held by them. • Communicate urgent issues and grievances to the team coordinator in a timely manner. 5.3 Roles and responsibility of key different stakeholders The Roles and Responsibility of Key different stakeholders are shown in the table below. Table 5.3: The roles and responsibility of key different stakeholders Key Agencies Responsibilities NDPPCO • Planning budgeting and Implementation of the SEP throughout project lifecycle • Guiding stakeholder engagement activities for the success of project. • Management of grievances and its resolution as mentioned in ESMF. • Coordination and monitored to the consultants and contractors on SEP. activities, • Documentation of the environmental and social performance SEP implementation • Monitoring and Evaluation of the feedback of SEP 44 Station • Facilitate the SEP activities for the implementation. Construction • Supervision and monitoring of Contractor's activities during construction Supervision phase.; Consultation • Coordination and Management of engagement meetings of stakeholders during the construction phase. • Facilitate to lodge overall project level grievances. Contractors • Implementation of given activities as per stakeholder engagement plan. • inform and share the project any issues related to their engagement with stakeholders. • Updates the activities of SEP in every monthly meeting. 5.4 Estimated budget A tentative budget for implementing activities related to the SEP over the period of five years (2021 - 2025) that covers the planning and preparation, and project implementation phases is provided in the table given below. NDPPCO/MAF will review this plan every six months to determine if any changes to stakeholder classification or engagement are required. If required, the plan will be updated, and a new revised SEP will be prepared and disseminated. The budget items and budget will also be revised accordingly. 45 Table 5.4 FSRP2 stakeholder engagement plan budget (2024 - 2027) Item Quantity Unit Cost Total Cost Remarks (US$) (US$) Periodic stakeholder consultations 20 2000 40,000 On average once a quarter for 3 years Travel expense 60 4,000 240,000 On average once a month for 3 years Logistic expense - - 25,000 Lump-sum (around 5,000 US$ per year for three years) Exposure visits 5 12,000 60,000 Once a year for 3 years Training and orientations for staff - Communications 5 12,000 60,000 Once a year for 3 years Training and orientations for staff GM and Grievance Once a year for 3 years committee members 5 8,000 40,000 Stakeholder Engagement Management System (Operations, collecting and processing a grievance, and The PCU and 7 IAs will be responsible for this task. maintaining database) - - 32,000 Lump-sum (around 10,000 US$ per year for five years) Project Information and GM Centres One for each of the 10 districts (Establishment and operations) - - 100,000 Communication and GM Materials (FAQs) - - 40,000 Lump-sum (around 2,000 US$ per year for five years) Project website Lump-sum (around 2,000 US$ per year for five years) (Development and operations) - - 20,000 Monitoring and Evaluation, including half-yearly SEP Twice yearly for five years implementation report 10 4,000 40,000 Total 697,000 47 6. GRIEVANCE MANAGEMENT This section details the grievance mechanism that is now used to identify, track, and manage grievances raised by PAPs and other project stakeholders. FSRP2 will scale the grievance mechanism to risks and adverse impacts of the project and is committed to addressing concerns promptly and using a transparent process that is culturally appropriate and readily accessible to all segments of the affected communities. The project will also make sure that grievance mechanism will be provided at no cost to communities and without retribution and that the project level grievance mechanism will not impede access to judicial and administrative remedies. The specific nature of Sexual Exploitation and Abuse/Sexual Harassment (SEA/SH) requires appropriate measures for the reporting, documentation and safe, confidential and ethical handling of such allegations through complaints mechanisms. The mandate of a complaints mechanism for sensitive to SEA/SH incidents is to: (1) allow multiple entry points confirmed as safe, safe and accessible by women during consultations; (2) allow links between the survivor and providers of GBV services, including a link to the national legal system (only with the informed consent of the concerned), (3) allow a dedicated team to determine the likelihood that '' an allegation is linked to the project using confidential and survivor-centred procedures. Specific procedures for SEA/SH complaints will be developed and annexed to the project's GM document. These procedures will place particular emphasis on the guiding principles of privacy and security of online survivors with a survivor-centred approach to adequately respond to allegations. In addition, in raising the awareness of communities and workers, the links between the GM and the standard codes of conduct of the project must be strengthened. All workers should understand the links between the grievance mechanism and the code of conduct, or their roles, responsibilities and prohibited behaviours (such as SEA/SH) will be detailed in the code of conduct with penalties for misconduct. 6.1 Objectives The main objectives of the grievance mechanism to be implemented by FSRP2 coordination unit are as follows: • Implement grievance management procedures that are easy to comprehend, culturally appropriate, and readily available and accessible to all PAPs. • address grievances promptly and effectively, in a transparent manner resulting in the outcomes that are seen as fair, effective and lasting. • build trust as an integral component of the project community relations activities. • provide effective monitoring and reporting of grievances using modern means of communication and information technology. • enable systematic identification of emerging issues, facilitating correcting actions and pre- emptive engagement. 6.2 Grievance procedure (for non-SEA/SH grievances) FSRP2 team will develop a written grievance procedure in consultation with project impacted communities and other parties. It will incorporate the following steps. 1. Publicize and educate stakeholders: The project acknowledges that all stakeholders, including the PAPs, need to be educated about the availability of the GM system to enable them to use the 48 system whenever they need it. So, the project, during community engagement processes, will inform and educate the local stakeholders about the system, including various means available to lodge a grievance. The project will also make sure of the availability of grievance forms in all subproject offices, and E&S focal person will be trained to properly handle grievances coming from the stakeholders. 2. Receive, register and acknowledge the grievance: The GM system registers any grievances that come through verbally, filling up the GM form, by phone, project website or by sending an email. All the registered grievances will have a unique registration number, and the number be shared with the complainant to make it easy to track the status and developments related to the grievance. Grievances can be registered anonymously. A group can also register a grievance. Local project staff and E&S focal person will be trained to handle subproject-related grievance methodically. Figure 6.1 Grievance procedures for FSRP2 Registration of grievance with Grievance Redress Committee (e.g., Email, letter, phone, walk-ins) Treatment of Grievance (Investigations, site visits, meetings, resolution) Is complainant satisfied with committee Yes Yes decision? No No Complainant/Grievance Committee reports case to PIU Closure of grievance by committee Treatment of grievance losure (Including investigations, site visits, meetings, resolution) Closure of grievance by PIU Is complainant satisfied Yes Yes with PIU decision? No No Formal Redress (Including referral, administrative and judicial resolution – courts) 3. Review and investigate the grievance: The project has a functioning procedure for dealing with different types of grievances that includes categorization of registered grievances, response methods depending upon the levels of grievance, and response time. 49 4. Develop resolution or escalate the grievance: The project will develop escalation routes for a registered grievance that will enable to escalate to a higher-level if the complainant remains unsatisfied with the earlier outcome of the earlier level. 5. Report back on the grievance: The project will put in place a functioning procedure that will report back to the complainant about the status or outcome of their grievance within an agreed time frame. 6. Implement, monitor, and evaluate: Once a resolution is agreed upon, the project will put an effective system to take the agreed action into implementation. The E&S focal person will be made responsible for monitoring and reporting the implementation of grievance resolution. Box 1: Grievance Resolution System designed for FSRP2 Level 1: This is the initial stage for all the grievances that come into the FSRP2 GM system. Once the grievance is registered at the subproject level, it would automatically come into level 1 of the GM system. At this level, the complaint will be assessed by E&S focal person and other team members to find a resolution of the complaint. The team may also consult with the complainant to further understand the nature of the grievance and find an amicable resolution. Once the grievance is solved, the E&S team of the project will officially report back to the complainant and will take immediate corrective actions. Level 2: This level 2 is for complainants who decline to accept the resolution made by the level 1 GM system or if level 1 of the GM system remains unable to provide any resolution to the grievance within 14 working days after the date of registration. Once the complainant officially appeals to the project about his/her refusal to the proposed resolution, the system will automatically escalate the grievance to level 2, where IAs led by the focal person will handle the grievance can invite the complainant to further understand the nature of the grievance and find an amicable a resolution. If the grievance is solved at this level, the E&S team of the project will officially report back to the complainant and will take immediate corrective actions. Level 3: If the complainants are not satisfied with the resolution proposed by Level 2, they can appeal to the Safeguard Office at PCU. The complainants can be invited for consultations. To ensure a fully functioning GM system, the sub-project level of FSRP2, as per the provision of setting up a multitier Grievance Mechanism system in the ESMF, will set up GM system at the planning stage. The three-tier GM system has been envisaged because each IAs, which will be established at the provincial level, will have multiple subprojects scattered within the province. The entire GM system will closely work with the grievance unit established at MAF. So, it expected that the establishment of GM system at the subproject level would provide an accessible way to lodge complaints on sub-project level activities if they have any and will consist of as: • Subproject Level Grievance Committee: The committee (Level 1) will be formed at the sub-project level and will consist of E&S focal person and technical staff. The head of the sub-project will lead the committee. 50 • IA level Grievance Committee: The committee (Level 2) will be led by the focal persons of IAs and consist of Social and Environment Specialists or the head of the concerned sub-project. The committee can discuss with the complainant and invite representatives of affected individuals and community representatives (especially women and youth) for broader consultations. • PCU level Grievance Committee: The committee (Level 3) will be headed by PC, and then it will function in close coordination with the grievance unit established at PCU. 6.2.2 Grievance Resolution Procedure Information about the GM will be publicized as part of the initial programme consultations and disclosure in all the participating agencies. Brochures will be distributed during consultations and public meetings, and posters will be displayed in public places such as in government offices, project implementation unit offices, notice boards available to strategic stakeholders, etc. Information about the GM will also be posted online on the FSRP2/MAF website. The overall grievance resolution framework will include six steps described below. The six steps demonstrate a typical grievances resolution process. Step 1: Reception and Registration A formal grievance can be lodged with Grievance Resolution Committees at the local levels or at PCU offices in Freetown or any district office of the IAs with trained, dedicated staff to receive complaints about resolution. Grievances may be lodged by a variety of different means, including direct reporting in person to the project office/district office of the IA; at suggestion boxes; by posting in suggestions, by phone calls to IAs, WhatsApp, by mail or on the web. Due to the outbreak of COVID-19, a toll-free number/dedicated phone number will be promoted through posters for lodging formal complaints or grievances. Stakeholders will be required to report instances of gender-based discrimination, sexual harassment, and sexual violence either directly or through email or phone calls. The PCUs will accept any complaint submitted anonymously and any complaint from individuals who initially identify but request anonymity during the investigation and adjudication process. Although it is inherently difficult to investigate anonymous complaints, investigations of such complaints will be as thorough as practicable and appropriate to the allegations. All Project staff will be trained to pass all submissions that could be considered to form a grievance directly to the Environmental and Safeguard Specialist/ IA focal officers as soon as possible after they are received. The complaints will be recorded on the complaint form in case the complainant did not fill the form (see Annex 2). Details of the person lodging the grievance and information regarding the grievance will be recorded in the register (see Annex 3). All grievances will be recorded by the Environmental and Social Safeguard Specialist, who will ensure the grievance is captured in a centralised electronic Grievance Database where the status of the grievance captured will be linked to all the IAs or various levels of Grievance Mechanism. Community and village leaders and government departments will also be advised to pass any complaints they receive to local offices of the IAs from where they will be forwarded to the PCUs. The Environmental and Social Safeguards Specialist will record each grievance on a standard Grievance Form and ensure that the name of the village, the date recorded, the name of the complainant, and the person who received the grievance are noted. The complainant will be required to complete a grievance form with the assistance of the Environmental and Social Safeguard Specialist, who will record the 51 grievance in a grievance log according to the category of grievances (for example, unfair employment process being followed, loss of livelihood or communication and information not transparent). A grievance can also be lodged by sending a grievance form or written complaint directly to FSRP2’s Project Coordinator. All grievances will be logged in a grievance log file. All incoming inquiries and grievances will be reflected in a dedicated grievance register (see Appendix B) and assigned an individual reference number. The grievance register will also be used to track the status of an inquiry/grievance, analyse the frequency of complaints arising, their geographic distribution, typical sources and causes of complaints, and identify prevailing topics and any recurrent trends. The grievance register will contain the following information: Grievance Register 1. a unique reference number; 2. date of incoming grievance; 3. location where the grievance was received/submitted and in what form; 4. complainant’s name and contact details (in case of non-anonymous inquiries and grievances); contents; 5. identification of parties responsible for addressing and resolution of the issue; Step 2 Screening, Prioritization and Assignment Complaints received by the project will be handled as is reasonably practicable, depending on the nature and complexity of the grievance. To expedite the screening process, all incoming grievances will be lodged into the central database, according to their nature based on the following categories: A0: Request for information not directly related to the Project. A1: Questions/Doubts A2: Requests/Petitions A3: Complaints Following this preliminary assessment, the grievance will be directed to the respective PCU for resolution. The respective PCU will report back on the grievance. Grievances will be prioritized according to their severity and complexity level. The following table shows the priority levels that will be applied: Table 6.2 Grievance priority classification Priority Description Example Level 52 • Group complaints; Issues Concern, claim or grievance involving stakeholders of high priority, and: involving third parties (e.g., social, environmental • Reports a breach of human rights. impacts) • Relates to a legal non-compliance. High • Pose a short-term risk to the project continuity Concern, claim, or grievance from stakeholders • Individual complaints. (individual or as a group) could impact the project's • Issues involving other reputation or compromise its development in the departments within MAF Medium medium term. Concern, claim or grievance regarding lack of • Lack of information Low information or unclear information provided. Step 3: Examination As part of the “admissibility verification,� an examination of the grievances shall be undertaken to verify the validity of the complaint, determine its causes and develop corrective actions to minimize or avoid recurrence of the causes. A file and registration number are then assigned, giving treatment within a period no longer than 30 days. The resolution process should be performed within 10 working days after having finalized the examination process for high priority grievance, 14 working days for medium priority and 28 days for low priority. In that period, the corresponding response must be raised, whether the complaint is justified or not, and leave a record of what has been expressed. The timeframe will be communicated to the complainant in written form if needed. The approach definition depends on the priority level of the issue raised. The actions and accountability of managing every grievance will be different. 53 Step Action Resolution Time 1 Receive and register the grievance within 5 Days 2 Acknowledge, assess grievance and assign responsibility within 7 Days 3 Development of response within 14 Days 4 Implementation of response if an agreement is reached within 1 Month Initiate a grievance review process if no agreement is reached at the within 1 Month 6 first instance 7 Implement review recommendation and close grievance within 2 Months 8 Grievance taken to court by the complainant - Table 6.3 Grievance actions Figure 6.2 Grievance mechanism flowchart 54 Step 4: Grievance Closure Once a complaint has been investigated, a letter will be sent to the complainant, explaining the outcome of the investigation and the proposed course of action to resolve the grievance. The Grievance Resolution Committee (GRC), in the case where the grievances are addressed at the local level, will contact the complainant in person if this is required and explain the results of the investigation and the proposed course of action. If the complainant is satisfied that the complaint has been resolved, he/she will be required to sign a statement confirming that the complaint has been resolved. If the complaint has not been resolved by mutual agreement, a re-assessment may be undertaken if new information becomes available in support of the claim/complaint. If the complainant is still not satisfied with the resolution, the grievance will then go into mediation. If applicable, the grievance committee will monitor the implementation of the resolution and the claimant’s satisfaction with this implementation. Resolution and sign-off on the grievance captured will be noted in the grievance issues database. All grievances, regardless of their status, will be kept since they will provide proof in case of litigation. Step 5: Mediation Unresolved grievances will be investigated by a grievance committee formed at the level of the NPSC. This committee will only meet to resolve problems that cannot be resolved during steps one to four. FSRP2 will provide for an independent arbitrator if grievances cannot be resolved internally. Special attention will be given to grievances (marked as confidential) to ensure confidentiality and avoid intimidation of complainants or victims. The grievance procedure is illustrated in more detail in Figure 6.2. 6.3 SEA/SH Grievance Mechanism • Complaints about gender-based violence or sexual exploitation and abuse, sexual harassment will be treated with the strictest confidentiality, and according to special protocols to ensure protection and assistance to complainants. • Complaints will be treated confidentially. The main channels for filing complaints will be identified by women during their specific consultations. • Reports from the Project's complaint management mechanism will only indicate that a complaint has been made about gender-based violence and that it has been resolved or referred to GBV services. • Complaint mechanisms should not attempt to determine who the real survivor are. When complainants come forward, they should be able to talk to someone trained in basic non- judgmental empathic listening skills. Complainants will then be referred to service providers (e.g. medical, psychosocial, legal/security, livelihoods and other support) who can assist them. Grievance mechanisms can then refer cases (but only if survivors have given their consent) to law enforcement agencies to investigate and substantiate who the alleged perpetrators might be. Police is the main organization that links GBV survivors to other services. They operate a nation-wide helpline (112). The helpline is dedicated for all types of complaints including GBV cases. The helpline can be of use to respond any potential project induced GBV/ SEA/SH cases during and after the project implementation stage. In addition, police stations in the respective project sites have dedicated help desk for women and children and which can potentially be one of the key actors to address potential GBV/ SEA/SH cases. MAF/NDPPCO has set up a PCU for the implementation of the project with the Project Co-ordinator responsible for its overall management. The PCU has recruited a pool of specialists for social, and 55 environmental safeguards and as well as procurement. The MAF/NDPPCO is about to mobilize teams of consultants for several sub-projects, most notably for the civil construction of meteorological and hydromet stations. However, it is unknown that the related experts may have expertise of GBV. Overall, the existing capacity of MAF/NDPPCO to respond GBV/SEA/SH cases is high. The PCU staff and key implementing partners have received training by World Bank and Rainbo Initiative. In this regard, it is also pertinent to keep in mind that there is adequate resource pool of GBV expertise to respond to GBV/SEA/SH cases. The PCU has also set up a project specific three-tier Grievance Mechanism (GM) encompassing the IA and field sites at district level, and PCU head office. Under this model, SEA/SH allegations can be reported, just like any other project-related grievance, using a regular project-level GM channel (Figure 6.3). Although PCU and implementing agencies have received training, PCU’s project GM still needs to be strengthened to make it more responsive to GBV/SEA/SH. During implementation, there will be a need for further capacity building supports for the existing experts and supervision consultants on the overall GBV risk mitigation measures of the project as per the Bank’s Good Practice Note (GPN) to allow them to determine follow up modalities to receive and handle SEA/SH including GBV complaints. Figure 6.3 Project Grievance Mechanism to address SEA/SH Allegations 56 Survivors/victims/c Project-level GM channels Allegation entry point ommunity Step 1 GM Operator Allegation sorting, processing, and monitoring GBV Service Project staffs with GM Provision of Providers responsibilities or specially adequate support constituted SEA/SH services to the committee survivor Step 2 Contractor/s PCU Allegation verification, Supervising investigation, and consultant/s action Reports of SEA/SH, other complaints or other concerns can be submitted through various channels which are: • Interactive Voice Response/Hotline Number: The specific hotline number established to use as the main uptake channel for FSRP2. • E-mail: The specific email address designed as grievance uptake channel and for FSRP2, which will be managed by PCU refer to the responsible service providers to handle. • Webpage: The MAF, PCU and IAs have webpage and the specific form may have designed to be used as uptake channel. • Verbally and in-person: GM operator with referral to service providers or directly to the service providers. • Written: (Submission of complaints form to GM operator with referral to service providers or directly to the service providers.) All SEA/SH complaints will be immediately reported to the Project and the World Bank within 24 hours by the GM operator. A standard incident notification form will be prepared and sent to all suppliers and service providers for SEA/SH incidents which includes the following information: date of receipt of the incident; date of incident; type of SEA/SH reported; age/sex of the survivor; whether the incident is related 57 to the project (according to the survivor and / or his / her family); services received / to which the survivor was referred (see Annex 5 for detailed incident notification form). The GM operator will forward SEA/SH complaints to a service provider if the complaint is made through the GM operator. Some identified service providers in Sierra Leone include. I Federation of African Women Educationalists, Sierra Leone Women’s Forum, Mano River Women’s Peace Network, Campaign for Good Governance and Network Movement for Justice and Democracy, International Rescue Committee, Rainbo Centres, Oxfam, GOAL, Save the Children, primary health units among others., Project’s contract with any of these service providers will ensure they have adequate standards and procedures to respond to SEA/SH risk in an ethical, safe and confidential manner. The Service provider or a third party with adequate expertise will investigate the complaint where applicable offer the GM operator a resolution of the complaint or will refer to the police if the survivor wants to pursue the case to justice, if applicable. The confidentiality of the identity of the survivor should also be always preserved. Once the complaint is processed and resolved, the GM operator will notify the complainant, unless the complaint was made anonymously. Complaints addressed to managers or to the Service Provider will be forwarded by the latter to the GM operator for processing. If the complaint is made to the GM by a survivor or on behalf of a survivor, the complainant will be referred directly to the Service Provider to receive support services. The Service Provider is a local organization that has the experience and capacity to provide support to survivors of SEA/SH. The project should establish a working relationship with the Service Provider, so that SEA/SH cases can be transmitted to them safely. The Service Provider will also provide support and advice to SEA/SH Focal Points, as appropriate. The Service Provider will have a representative on the compliance team and participate in the resolution of SEA/SH complaints. It is important to note that when it comes to SEA/SH the approach should be survivor centred. The survivor-centred approach is based on a set of principles and skills designed to guide professionals - regardless of their role - in their interactions with survivors (especially women and girls, but also men and women). boys and girls) of sexual violence or other forms of violence. The survivor-centred approach aims to create an enabling environment in which the rights of those affected are respected and privileged, and in which survivors are treated with dignity and respect. This approach helps promote the survivor's recovery and ability to identify and express her needs and wishes, as well as strengthen her ability to make decisions about possible interventions. In summary, the handling of complaints related to SEA/SH will be done by: • Registration of the complaint using a form that will be developed that uses a unique code instead of the name of the survivor. • Health care, if necessary, at the latest within 72 hours • Referral of the surviving victim to the local social action services • Seizure of the police or the gendarmerie if the survivor wants it. • Seizure of competent courts if the survivor wishes. • Initiation of legal proceedings if the survivor wishes. A response protocol, reporting of allegation procedures and response framework of the GM is seen at Figure 6.4. The communication materials will be disseminated among the communities and stakeholders through appropriate channels and media including MAF/NDPPCO’s website and use of social media. 58 Figure 6.4 Operating Procedures and Response Protocol for SEA/SH Allegations Verify, Uptake the Sorts and Acknowledge Monitor and investigate Case Process and Followup evaluation the act - Review the - Register the case. - Refer to - Provide support - GM operator case through relevant GBV services to compiles data reporting - Document only the service survivors. about reported channels following providers (need to project related information: - Determine the decide on • Consent of allegations while them). • The nature of survivors likelihood that making sure the the allegation is must be confidentiality. allegation; - Need to documente project related. ensure • if, to the best of the survivor’s d; - GM issues confidentialit - Implement knowledge, the • It is up to monthly report to y of the case sanctions to IPU with detail perpetrator is the and handle it perpetrator, if associated with survivors data such as with respect needed. the project; whether to allegation, alleged and care. • the age of the take up the perpetrators, survivors; proposed - Resolve and type of incident, • information referral. close the case. age of survivors. about whether the survivor is referred to services. - Inform the legal obligation. - Notify the world bank. 58 Grievance cases related to child labour or child rights / child protection concerns Grievance cases that involve children under 18 are to be given special considerations. For grievance cases related to cases of child labour, violations of child rights or child protection concerns, the project GM will establish collaboration and referral procedures that respect the mandates established in the national laws of Sierra Leone and ESS2. If the grievance cases concern the functioning of activities, performance of professionals, programmes implemented in an area to reduce and respond to child labour, the project GM will establish collaboration and referral procedures that respect the mandates established for social risk management and complaints in accordance with the national laws and ESS2. Referral procedures and stakeholders involved for each of these categories of grievances are explained below. Individual cases If the grievance case is about an individual cases that need to be remediated, the following pathway for referrals of grievance cases will be used: 1. Preliminary assessment of a case: If a case involving a child is reported to the project grievance mechanism, a preliminary assessment of the situation shall be made to determine the next steps and any eventual need for a referral. The assessment will include: • the capacity and willingness of the employer to gather information on the concern and defining the type of child labour or abuse that has occurred. • Sensitivity of the case (criminal / non-criminal) and the level of vulnerability of the child. 2. Classification of cases depending on type of case: the preliminary assessment will classify the cases into the following types: • Non-criminal, low-risk case: E.g., case of child labour where child still goes to school or is above 15 and is not socio-economically vulnerable. The case is not a suspected case of child trafficking or forced child labour. • Non-criminal, high-risk case: E.g., case of child labour where the child has a high level of socio- economic vulnerability; and/or child is below the age of 15 and out of school. • Criminal, high-risk case: Child is suspected to be victim of forced labour or child trafficking. 3. Responses and referrals: Depending on the case, referrals may be needed. This referral will be in addition to addressing any specific concerns on the worksite (e.g., removing the child from dangerous tasks if it's a case of hazardous labour for a child). Continued collaboration with the District Officers in some cases so this officer can do a deeper assessment of the child's case. The procedure for Child Labour Redress Mechanism will include: • Receive and acknowledge grievance claim; • Investigation (and if high risk, referral of case to formal child protection system); • Develop timebound action plan; • Implementation and communication of plan; and • Monitor and report progress. 7. MONITORING AND REPORTING The SEP will be periodically revised and updated during the implementation of the project in order to ensure that the information presented herein is consistent and is the most recent and that the identified stakeholders and methods of engagement remain appropriate and effective in relation to the project context and specific stages of the implementation. Any major changes to the project related activities and its schedule will be duly reflected in the SEP. 7.1 Monitoring The PCU, in collaboration with IAs, will maintain a stakeholder engagement log that chronicles all stakeholder engagement undertaken or planned. The engagement log includes the location and dates of meetings, workshops, and discussions, and a description of the project-affected parties and other stakeholders consulted. Monitoring reports presented to the FSRP2 management teams will include stakeholder engagement logs as well as feedback from the grievance mechanism (GM). It may also include, for instance, how the project implementation agency responded to the concerns raised, how these responses were conveyed back to those consulted, details of outstanding issues, and any planned follow up. There will be annual reporting of the SEP as part of the project monitoring report. The PCU, in collaboration with IA’s, will also develop an evaluation form to assess the effectiveness of every formal engagement process. The questions will be designed as appropriate for the relevant audience. Monitoring and evaluating is a process that helps to improve performance and achieve results. The objective of stakeholder engagement is to improve current and future management of engagement outputs, outcomes and impact. Each engagement would be monitored and evaluated, then aggregated and evaluated as a whole. It is essential to keep a record of each stakeholder meeting and the key outcomes or information derived from it. This way, the Project can keep track of its contacts and build on them to deliver the most effective relationships with stakeholders. Documenting the entire engagement process will ensure the project is able to measure progress according to the KPI´s or objectives we set at the beginning, as well as revise and redefine actions when needed. Table 7.1: KPIs monitoring indicator kpis frequency Stakeholders • Number of updated versions 6 months Mapping • % of grievances being registered Community • % of grievances being addressed and answered, within Permanent Grievances the specified timeframe related to its priority • Numbers of project-level meetings and attendance levels Numbers of direct project beneficiaries engaged Permanent Interaction and the • disaggregated by sex building of contacts Take-up rates of project recommendations with other groups • Numbers of local people who are involved in different and organisations • stages of the project 61 • Number of opportunities for stakeholders to engage in Accessibility to early planning, to include issue identification and focus decision-making • Number of jointly identified alternatives/solutions Permanent process discussed and adopted indicator KPIs frequency • Key stakeholders identified and interviewed • Analysis completed to identify and categorize interests Clear understanding and concerns • Methods and approaches in strategic stakeholder of stakeholder involvement plan reflect stakeholder needs, as identified Permanent interests and in interviews concerns • Plan contains methods for continually assessing stakeholder interests and flexibility for changes, as needed Diversity of views • Number and types of participants Permanent represented • Types and locations of meetings/discussions • Number and types of interests included in issue definition Number and types of alternatives reflecting common Integration of • interests interests and Number and types of changed actions, adjustments, Permanent concerns • and/or reprioritizations, based on participant interests, throughout the project and integrated into final decisions • Routine evaluations to gather feedback from participants on availability, clarity, and understandability of written materials • Routine evaluations to gather feedback from participants Information on openness of meetings and ability to enter into Permanent exchange discussion on various ideas and viewpoints Types of • approaches used; types of issues discussed; solutions identified; routine evaluation to gather feedback from participants on effectiveness of approach and satisfaction with identified solutions Project efficiency • Number of decisions readdressed due to lack of support Permanent • Number of project delays due to public protest/controversy Decision • Documentation of regulatory approval 3. Documentation Permanent acceptability that jointly identified implementation goals are met; funding provided • Number and types of concessions/compromises made throughout the project Mutual • Documentation of routine contact among participants Permanent learning/respect • Meeting/engagement summaries indicating civil and productive dialogue among participants 62 • Number of training sessions for workers on CoC • Percentage of workers signed the CoC • Percentage of workers who participated in a training SEA/SH session on the CoC Permanent Percentage of women in consultations carried out over the • course of the project Percentage of complaints SEA/SH referred to GBV services • 7.2 Stakeholder involvement in monitoring activities As indicated earlier, the Project Implementation Team will have oversight over the SEP implementation. The Safeguards Team, as part of the project management team, will monitor the SEP in accordance with the requirements of the legal agreement, including the ESCP. The team will monitor and document any commitments or actions agreed during consultations, including changes resulting from changes in the design of the project or the SEP. 7.3 Feedback reporting to stakeholder groups Reports to stakeholder groups will be done through various means. Key among them will be during the annual learning workshops, which is held annually to take stock of the implementation of project activities, successes, challenges and ways forward. This forum is well represented from the national, regional, district and community levels. For efficiency and effectiveness, two of such meetings would be organized for western and eastern districts, respectively. Other means will be through the annual review workshop, which takes place during the first quarter of the year to gather views from all implementing agencies on preceding year project activities as a benchmark for enhancing activities of the current year. 7.4 Reporting FSRP2 will maintain a database and activity file detailing all public consultation, disclosure information and grievances collected throughout the project, which will be available for public review on request. Stakeholder engagement would be periodically evaluated by FSRP2. The following indicators will be used for evaluation: • Level of understanding of the project stakeholders. • Quarterly grievances received and resolved. • Level of involvement of affected people in committees and joint activities and in the project itself. To measure these indicators, the following data will be used: • Issues and management responses linked to minutes of meetings. • Monthly reports. • Feedback from primary stakeholder groups. • Grievance register. • Commitments to address the concerns. FSRP2 will compile a report summarising communication and stakeholder engagement plan results on an annual basis. This report will provide a summary of all public consultation issues, grievances and 63 resolutions, and findings from informal meetings held at the community level. These reports should be presented to MAF, and a summary of the results will be provided for the annual report. Annex 1- Organizational Arrangements for FSRP2 The organisational structure has commensurate qualified personnel to support the safeguards team in the management of E&S risks. The safeguards team would be part of the project management team and will report directly to the coordinator of the project. The proposed structure of FSRP2 will adequately address the workflow demands on the project while allowing for sufficient checks and balances to maintain the integrity of the initiative. There will be three levels of organization- National Project Steering Committee, National Development Partner Project Coordination Office and the Implementing Agencies (IAs). National Project Steering Committee (NPSC). To ensure proper coordination and supervision of all program components, a Project Steering Committee (NPSC) will be established to provide policy guidance and oversight. The NPSC would have a policy and advisory role and would meet twice a year. The Steering Committee will be responsible for: (i) approving the annual work plans; (ii) approving the annual procurement plan; and (iii) reviewing progress in the implementation of the work plans and other aspects of program performance, including taking responsibility on fiduciary oversight responsibilities following World Bank procedures on financial management and procurement; and (iv) ensuring that there are policy and implementation coordination, not only between sub-components of the program but also among all the program implementing institutions. The tenure of the Steering Committee will be five years, consistent with the program implementation period. The Minister of Agriculture and Forestry, as the key sector ministry, will chair the NPSC, which will comprise relevant officials from the other sector ministries, agencies and departments and the state and nonstate institutions involved in program implementation. National Development Partner Project Coordination Office (NDPPCO). The program will be implemented under the existing NDPPCO that was established over one year ago to coordinate all development partner projects in Agriculture. This unit has been equipped over the last year with funding from IFAD, ADB and the World Bank to take on this role. The main NDPPCU functions are to: i. ensure the overall coordination of the program, make sure implementation of component activities complement each other ii. manage program funds on behalf of the executing agencies, keep financial records according to international standards, implement internal management control, and ensure regular external audit (in collaboration with the Audit Authority in the country) iii. prepare and implement Annual Work Plans and Budgets aggregating the needs of all program implementing institutions 64 iv. identify potential implementing agencies/goods and service providers, organize their procurement activities, negotiate and sign contracts, and carry out all procurement work related to the program as per the approved procurement plans v. prepare quarterly, semi-annual and annual program progress and monitoring and evaluation (M&E) reports. National Development Partner Project Coordination Office. The program will be implemented under the existing NDPPCU that was established over one year ago to coordinate all development partner projects in Agriculture. This unit has been equipped over the last year with funding from IFAD, ADB and the World Bank to take on this role. The main NDPPCO functions would be to: To strengthen coordination and implementation capacity in the field, the program will establish a Program Implementing Unit, within the NDPPCU, in charge of day-to-day management and coordination, which will include a dedicated multi-disciplinary team of project manager, technical, fiduciary and Environmental and Social Safeguards specialists with qualifications satisfactory to the Bank. The Financial Management Advisor within the NDPPCO will also be directly contracted to support the fiduciary function of the project but specifically to lead the harmonization, coordination and alignment efforts of the Ministry of Agriculture. Implementing Agencies (IAs): IAs who will be responsible for implementing the various components of the MMIP. These IAs include the Ministry of Agriculture and Forestry, Sierra Leone Meteorological Agency, National Water Resources Management Agency, Office of National Security and National Disaster Management Authority, Sierra Leone Agriculture Research Institute, etc. 65 Annex 2 Complaints Submission Form (for non-SEA/SH complaints) Reference No: Full Name: Contact information and By Post: Please provide postal address: preferred method of ________________________________________________________ communication ________________________________________________________ Please mark how you wish to ________________________________________________________ be contacted (mail, telephone, e-mail). By Telephone: __________________________________________ By E-mail ______________________________________________ Nature of Grievance or Complaint Description of grievance: What happened? Where did it happen? Who was involved? What is the result of the problem? Source and duration of the problem? Date of incident/grievance One time incident/grievance (date _______________) Happened more than once (how many times? _____) On-going (currently experiencing problem) Receiver Name: ________________________________________________________ ____________________ Signature ______________________________________________ Date ______________________________________________ 66 Filer Name: ________________________________________________________ ____________________ Signature ______________________________________________ Date ______________________________________________ Relationship to Complainant (if different from Complainant): ________________________________________________________ ____________________ Review/Resolution Level 1 (MDA) Level 2 (IA) Level 3 (PCU) Date of Conciliation Session: ____________________________________________________________________________ Was Filer/Complainant Present? Yes/ No Was field verification of complaint conducted? Yes/ No Findings of field investigation _________________________________________________________________________________ _________________________________________________________________________________ _________________________________________________________________________________ _________________________________________________________________________________ ______________________________________________________________________________ Summary of Conciliation Session Discussion _________________________________________________________________________________ _________________________________________________________________________________ _________________________________________________________________________________ _________________________________________________________________________________ ______________________________________________________________________________ Issues _________________________________________________________________________________ _________________________________________________________________________________ _________________________________________________________________________________ _________________________________________________________________________________ ______________________________________________________________________________ Was agreement reached on the issues? Yes, No If agreement was reached, detail the agreement _________________________________________________________________________________ _________________________________________________________________________________ _________________________________________________________________________________ _________________________ If agreement was not reached, specify the points of disagreement _________________________________________________________________________________ 67 _________________________________________________________________________________ _________________________________________________________________________________ _________________________ Signed (Conciliator): ___________________________________ Signed (Filer/Complainant): _____________________________________ Signed: _________________________________________________ (Independent Observer e.g. Assembly Member/Opinion Leader) Date: _______________________________ Implementation of Agreement Date of implementation: __________________________________________ Feedback from Filer/Complainant: Satisfied /Not Satisfied If satisfied, sign off & date_____________________________________________________ (Filer/Complainant) (Mediator) If not satisfied, recommendation/way forward _________________________________________________________________________________ _________________________________________________________________________________ _________________________________________________________________________________ _________________________________________________________________________________ ______________________________________________________________________________ (Signature & date of Filer/Complainant) ______________________________________________________ (Signature & date of Mediator) ________________________________________________________________ 68 Annex 4 SEA/SH Prevention Action Plan and Response Description of risk- Project-related EAS/HS Mitigation measures Responsibility Maturity Indicators Budget relevant activities risks 69 Component 1: Digital 1a. Risks of sexual a. Accountability plan and PCU, December 2021 # of project-related Part of Advisory exploitation and abuse response, including: Contractor, staff and workers regular Services for Agriculture related to social transfer Consultant, IA trained and oriented activities activities (e.g., targeting, • SEA/SH requirement and on CoC. and expectation are adapted in Food Crisis Prevention distribution of services or transfers, supervision of bid document. & # of people who staff, etc.) 1b. Risks of • Development and signature Management signed CoCs sexual harassment due to of codes of conduct (CoC) This component seeks potential lack of for project workers and to take advantage of supervision of # of EAS/HS new information staff, which include at least: male and female staff 1c. complaints technologies, data - Specify appropriate received Lack of access by female sources and service roles and beneficiaries to the delivery models responsibilities in CoCs. benefits and services of # of EAS/HS involving the private the project (e.g., lack of - Carry out orientations complaints sector to provide representativeness and on CoC referred to services digital advisory services decisionmaking to address the - Have CoCs signed by all processes at the multidimensional those with a physical % of EAS/HS community level, lack of nature of food security. presence at the project complaints that are consideration of This component will site. resolved within the women's needs in increase access to and time setting up the national - Disseminate CoCs use of location-specific frame system) 1d. Lack of (including information relevant to access to support visual illustrations) and food security by How long it takes to services for female discuss with employees decision-makers and resolve an beneficiaries and also and surrounding farmers via national EAS/HS complaint survivors of EAS/HS due communities. extension systems to difficult access conditions in • Implementation of the Component 2: humanitarian and/or EAS/HS, which includes at Sustainability & remote areas least the following: Adaptive Capacity of where the project will be - Specific procedures for the Food implemented dealing with EAS/HS 70 System’s Productive complaints, including Base This component 2a. Risks of abuse or delay and possible targets the resilience violence related to sanctions of agro-sylvo-pastoral harmful social norms in - Procedures to report production systems the contexts of project complaints related to allowing small and implementation that EAS/HS, including medium producers, limit women's access to accessible lanes to especially women andfinancial resources 2b. targeted communities youth, to sustainably Lack of information for and project staff meet their nutritional female beneficiaries needs and raise about the project and - Obligations on the incomes from the sale the potential risks guiding principles for of surpluses in local associated with the lack the ethical and and regional of consultation with confidential handling of markets female beneficiaries in such complaints safe and confidential • Response protocol and Component 3: Market conditions mapping of integrated Integration & Trade 1. support services in all The component’s objective is to expand food trade in West Africa to enable effective distribution of surplus produce to deficit regions and response areas, including facilitate procedures for safe and 71 production and confidential referral of cases commercialization of reported to services agricultural inputs and technologies within and b. Training and awareness plan, PCU, Continued # of project related staff To be managed including Social process all sensitized on SEA/SH within existing across national borders Safeguards through the budgets • PCU and project staff sensitized on the Specialist project’s duration % of trained staff who GBV/SEA/SH risk factors in show increased the project areas and trained knowledge after on how to prevent and training (who receive a respond to GBV/SEA/SH posttest score above 80%) • Training of worker and supervisory teams on the % of workers who EAS/HS receive • Prepare the relevant training on EAS/HS communication materials on GBV/SEA/SH, including the % of trained workers risk of human trafficking and who show increased child marriage and knowledge after dissemination of these training (who receive a post-test score above • Consultations carried out 70%) with the project-affected local communities and other # Materials stakeholders to inform them disseminated among properly about the potential the communities and SEA/SH risks and project stakeholders activities to address SEA/SH # Electronic copies of related issues including the the materials are posted risk of human trafficking, and on the BLPA website child marriage. and social media channels Community 72 • Disseminate the relevant people, especially information on GBV/SEA/SH women sensitized on and other associated risks SEA/SH risks. i.e., human trafficking and # of community child members sensitized marriage among the wider communities and # of sites where IEC stakeholders. material has been set up Feedback collected on project activities and finalize it. # of stakeholders sensitized c. Implement appropriate Contractor, Continued Documentation of To be managed project related civil works to PCU process all measures taken to within existing reduce SEA/SH risks. through the reduce GBV risks. budgets project’s duration • Have separate, safe and easily accessible facilities for women and men working on the site. 73 • Locker rooms and/or latrines should be located in separate areas, well-lit and include the ability to be locked from the inside. • Visibly display signs around the project site (if applicable) that signal to workers and the community that the project site is an area where SEA/SH is prohibited. 74 Annex 5 Incident Notification Form (for SEA/SH complaints) 1. FSRP2 /Activity details related to the incident FSRP2 or Activity: Location of FSRP2 or Activity: (country, province, city/village/town etc. Please provide as much detail as possible) Name of FSRP2 partner(s)/Contractors associated with the program/activity: (e.g name of organisation(s); include downstream partners) 2. Details of Reporting Organisation or Individual Note, please consider the privacy and protection of any individuals reporting SEA/SH (whistleblowers). Only provide details of any individuals if permission has been granted to share this information with FSRP2. Name of Reporting Organisation/Individual: Contact name: Telephone: Email: Location of Reporting Organisation/Individual: (District/city etc.) 3. SEA/SH Incident Type of allegation: (please nominate one or Sexual exploitation4 more allegation types Sexual abuse5 – definitions below) Sexual harassment6 Date(s) of alleged incident: Location of alleged incident: (country, district/village/town etc. Please provide as much detail as possible) Date incident report was received by your organisation: 4 Sexual exploitation refers to any actual or attempted abuse of a position of vulnerability, differential power, or trust for sexual purposes. It includes profiting monetarily, socially, or politically from sexual exploitation of another. 5 Sexual abuse refers to the actual or threatened physical intrusion of a sexual nature, whether by force or under unequal or coercive conditions. It covers sexual offences including but not limited to attempted rape (which includes attempts to force someone to perform oral sex); and sexual assault (which includes non-consensual kissing and touching). All sexual activity with someone under the age of consent (in the law of Sierra Leone) is sexual abuse. 6 A person sexually harasses another person if the person makes an unwelcome sexual advance or an unwelcome request for sexual favours or engages in other unwelcome conduct of a sexual nature, in circumstances in which a reasonable person, having regard to all the circumstances, would have anticipated the possibility that the person harassed would be offended, humiliated or intimidated. Sexual harassment can take various forms. It can be obvious or indirect, physical or verbal, repeated or one-off and perpetrated by any person of any gender towards any person of any gender. Sexual harassment can be perpetrated against beneficiaries, community members, citizens, as well as staff and personnel. Some examples of behaviour that may be sexual harassment include: • staring or leering. • unnecessary familiarity, such as unwelcome affection or touching. • suggestive comments or jokes. • insults or taunts of a sexual nature. • intrusive questions or statements about your private life. • displaying posters magazines or screen savers of a sexual nature. • sending sexually explicit emails or text messages. • inappropriate advances on social networking sites. • accessing sexually explicit internet sites. • requests for sex or repeated unwanted requests to go out on dates; and • behaviour that may also be considered to be an offence under criminal law such as physical assault, indecent exposure, sexual assault, stalking or obscene communications 71 Details of alleged incident: (please provide details of the alleged incident. Include any specific vulnerabilities such as disability, sex worker etc) Is the victim/survivor a recipient or client of a FSRP2 /activity? If so, please provide details (e.g., name of facility, name of volunteer organisation, etc.) What support has been/is being provided to the victim/survivor? (e.g. referral to a medical clinic, counselling services, etc.) Have referrals been made to support services such as a medical facility or counselling services? (if yes, please provide details) What investigation or reporting has been undertaken by the FSRP2 partner organisation? (please provide details e.g. an internal investigation will be conducted, and a final report produced etc) 4. Reporting to police or other authorities If the alleged incident/allegation occurred at a particular area, are local police aware of the incident/allegation? If yes, please provide: • A contact name and contact details for the local police including the full title of the local police station • Date the incident/allegation was reported to local police 5. Other information (please provide any other relevant information here that has not already been mentioned above) 72